...Chapter 3 – Action, Personnel, and Cultural Controls ACTION CONTROLS Action controls are the most direct form of management control because they involve taking steps to ensure that employees act in the organization’s best interest by making their actions themselves the focus of control. Can be in 4 forms: behavioural constraints, preaction reviews, action accountability, and redundancy. Behavioural Constraints * Are a “negative” form of action control. They make it difficult for employees to do things that should not be done – these constraints can be applied physically of administratively * Physical constraints – locks, computer passwords, limits on access to areas where valuable inventories and sensitive information are kept * Effective physical constraints are crucial especially due to increased data protection and privacy concerns faced by virtually all organizations that electronically store info about their clients, customers, patients, or citizens * Administrative constraints can also be used to place limits on an employee’s ability to perform all or a portion of specific tasks or actions – involves the restriction of decision making authority, separation of duties (internal control) * Physical and administrative constraints can be combined into what is known as proka-yokes designed to make the system foolproof – poka-yoke is a step built into a process to prevent deviation from the correct order of steps; that is, where a certain action must...
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...MASTER OF BUSINESS AND ADMINISTRATION 2015 ORGANIZATIONAL BEHAVIOUR Student’s Name : Amira Nadia Raup Lecturer’s Name : Assoc. Prof Dr Fatima M Lawal Student’s Name : Amira Nadia Raup Lecturer’s Name : Assoc. Prof Dr Fatima M Lawal 1. Describe how the field of organizational behaviour today is being shaped by the global economic, increasing racial and ethnic diversity in the workforce, and advances in technology Due to economic globalization, many organizations are now operating around the world. It adds a new dimension to multinational operations because it involves the distinction environments, social, political and economic. Therefore, communication and control becomes more difficult. The global economic, increasing racial and ethnic diversity in the workplace, and advances in technology are major driving forces creating and shaping changes on organisational behaviour field today. These factors were equally important and can affect the performance and the company's workforce. Changes in an organization will involve "3P" test performance, productivity and profitability of the organization. Generally people are difficult to accept any changes and more reactive and not responsive. Callan(1992) says that during the time of great change in strategy and organization structure, employees can experience high levels of stress affecting their work and the...
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...The Psychological Contract' is an increasingly relevant aspect of workplace relationships and wider human behaviour. Descriptions and definitions of the Psychological Contract first emerged in the 1960s, notably in the work of organizational and behavioural theorists Chris Argyris and Edgar Schein. Many other experts have contributed ideas to the subject since then, and continue to do so, either specifically focusing on the the Psychological Contract, or approaching it from a particular perspective, of which there are many. The Psychological Contract is a deep and varied concept and is open to a wide range of interpretations and theoretical studies. Primarily, the Psychological Contract refers to the relationship between an employer and its employees, and specifically concerns mutual expectations of inputs and outcomes. The Psychological Contract is usually seen from the standpoint or feelings of employees, although a full appreciation requires it to be understood from both sides. Simply, in an employment context, the Psychological Contract is the fairness or balance (typically as perceived by the employee) between: how the employee is treated by the employer, and what the employee puts into the job. The words 'employees' or 'staff' or 'workforce' are equally appropriate in the above description. At a deeper level the concept becomes increasingly complex and significant in work and management - especially in change management and in large organizations...
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...submission 17.12.2012 | This is a research assignment written according to the advices and under the guidance of study course “Organization Inside out”, CU03859, lectured by professor C. J. du Pon, written during autumn semester 2012/2013. | Contents 1 Introduction 3 2 Description of the company 4 2.1 Delta NV 4 2.2 Delta OTS 4 3 Strategy of the company 5 3.1 Theory 5 3.2. Expectation 6 3.3 strategy in practice 6 4 Culture of the company 6 4.1 Theory 6 4.2 Expectation 7 4.3 Practice 7 5 Structure and teams 7 5.1 Theory Structure 7 5.2 Expectations Structure 8 5.3 Theory Teams 8 5.4 Expectations Teams 10 5.5 Practice 10 6 Leadership & power 10 6.1 Theory Leadership 10 6.2 Expectation Leadership 11 6.3 theory of power 11 6.4 expectation of power 12 6.5 Practice 12 7 Organizational Change 12 7.1 Theory 12 7.2 Expectation 13 7.3 Practice 13 8 Motivation 13 8.1 Theory 13 8.1.1 Herzberg’s “Hygiene/Motivation theory” 14 8.1.2 Alderfer’s “erg” theory 14 8.2 Expectation 15 9 Decision making 16 9.1 Theory 16 9.2 Expectation 17 9.3 Practice 17 10 Outcome 17 10.1 Conclusion 17 10.2 Recommendations 17 Appendix 1 17 Interview A 18 Interview B 18 1 Introduction Delta NV is a local company in Zeeland, which provides full service in a number of fields – such as the energy, infrastructure services, environmental services, internet and telecom. These combined services result in a service concept that responds...
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...extraordinary leadership abilities when they observe certain behaviours. Charismatic leaders have vision, they are willing to take risks to achieve that vision, they are sensitive to follower needs and they exhibit behaviours that are out of ordinary. Are charismatic leaders born or more? Individuals are born with traits that make them charismatic. But most experts believe that individuals also can be trained to exhibit charismatic behaviours. How charismatic leaders influence followers Influencing others is a four-step process. It begins by the leader articulating an appealing vision. Vision: a long-term strategy of attaining a goal or goals. Once a vision and a vision-statement are established, the leader then communicates high performance expectations and expresses confidence that followers can attain them. Next, the leader conveys, through words and actions, a new set of values and, by his or her behaviour, sets an example for followers to imitate. Finally, the charismatic leader engages in emotion-inducing and often unconventional behaviour to demonstrate courage and convictions about the vision. The dark side of charismatic leadership Many charismatic leaders used their power to remake their companies in their own image. The separation between personal and organization’s interests were blurred. Charismatic leaders can surround themselves with yes-people, the result: leaders who used organizational resources for their personal benefit and executives...
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...important is the task that needs to be completed; the type of leadership also has to be tailored according to this to be effective. For Hersey and Blanchard is divided leadership styles and maturity. The leadership style can be further divided in to 2 arms of ‘Relationship Behaviour’ and ‘Task behaviour’. The diagram below show the leadership style according to whether high or low in each arm. Leaders using this model has to be flexible and use alternative leadership styles according to the needs. Maturity comes from adapting to the subordinate(s). The maturity of the subordinates varies according to their ‘readiness’ to carry out a given task. The readiness is due to the subordinate’s ability and confidence. If the maturity is high, this model favours ‘delegating’ style. This is often describe as having minimal leadership intervention but giving the decision making to the subordinates who possess high task readiness. This as described earlier is based o confidence, willingness and ability. By contrast ‘telling’ style is employed when the subordinates maturity is low. That is their capability is low and are insecure or unwilling regarding the task. The emphasis is on task directed behaviour with a high level of instructions and structure to the task in hand. When the situation is low to moderate readiness then ‘participating’ style is recommended. In this...
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...Chapter One 1. Organizational Behaviour (OB) – The study of what people think, feel, and do in and around organizations. 2. Organizations – Groups of people who work interdependently toward some purpose. 3. Organizational Effectiveness – A broad concept represented by several perspectives including the organization’s fit with the external environment, internal subsystems configuration for high performance, emphasis on organizational learning and ability to satisfy the needs of key stakeholders. 4. Open Systems – A perspective which holds that organizations depend on the external environment for resources, affect that environment through their output and consist of internal subsystems that transform inputs into outputs. 5. Organizational Efficiency – The amount of outputs relative to inputs in the organization’s transformation process. 6. Organizational Learning – A perspective which holds that organizational effectiveness depends on the organization’s capacity to acquire, share, use and store valuable knowledge. 7. Absorptive Capacity – The ability to recognize the value of new information, assimilate it and use it for value-added activities. 8. Intellectual Capital – A company’s stock of knowledge, including human capital and structural capital and relationship capital. 9. Human Capital – The stock of knowledge, skills and abilities among employees that provides economic value to the organization. 10. Structural Capital...
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...1. Product strategies of private life insurance companies 2. A study on “why companies should go for outsourcing” 3. Effectiveness of advertising on real estate sector 4. Study on consumer expectations and perceptions towards consumer loans 5. Workers attrition rate at hotel industry is increasing. Study regarding this issue 6. Attrition rates at different sectors 7. Effectiveness and scope of employee referrals in the process of talent sourcing 8. Study of training needs across different industries 9. Study on creation of luxury brand 10. Strategies used to build successful Internet based customer services 11. Measuring the effectiveness of retail banking of a nationalised bank compared to a MNC 12. Conspicuous consumption 13. Study of awareness and acceptibility of UPVC windows and door systems 14. Opportunities of Financing the NANO’s in Bangalore 15. Changing trends in FMCG industry in India 16. A study of best HR practices in service industry 17. Fundamental analysis of Indian telecom companies 18. Study of consumer behaviour in automobile industry 19. customer buying behaviour towards insurance products 20. Promotion strategies followed in Insurance sector 21. Study on changing consumer preference towards organised retailing from un-organised retailing 22. study on “impact of advertising in B2B marketing” 23. Distribution network & general insurance industry 24. A study on distribution channels in aluminium industry 25. Study on strategies for...
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...Assignment-1 “How Personal Can Ethics Get?” Discuss how personal differences and preferences can impact organizational ethics Each of the employee who is working in different sectors and businesses has different preferences, characters and understandings. For example, while some of the people prefers to work alone and he/she is not appropriate for the team working, some others are prone to work as a team or in a team. The management of business/company should take into consideration these choices and preferences. In my opinion, the human resource branches of the business should regard or are regarding these preferences during the recruitment process. On the other hand, each individual who has become the employee after the recruitment process has an expectation including different approaches towards himself/herself. However, the management of the business/company has also some expectations, generally mentioned as ethics of the company, from the employees. Sometimes, these mutual expectations can not be met by other side and there might be contradiction. The contradiction between personal choices and business ethics might lead to unrest in the company, which causes to partial or whole inefficiency. Inefficiency, which leads to decrease in profits, is the least expected or wished thing, Since the main goal of the businesses (except non-profit organizations) is to make their profit increase, not decrease. Even though there seems to be contradiction between efficiencies...
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...Introduction The main focus of this research is to investigate organizational structure and culture, examine different approaches to management and leadership and theories of organization, examine the relationship between motivational theories and demonstrate an understanding of working with others, teamwork, groups and group dynamics of two different organization. Executive Summary It is essential to comprehend the way in which the enterprises operate regarding organisation’s design and lifestyle and the way these types of features affect the actual efficiency from the organisation in the business industry. This particular research will target those activities connected with Hewlett-Packard (HP) and Apple regarding their design and lifestyle and also the variables affecting individual behaviour at work. It will likewise decrease the character connected with organizations and social behaviour from the enterprises and will measured the elements that may support or restrain the improvement of successful cooperation in the organizations. Similarly, It will also assess the power of technology on team implementation within the associations to achieve its goal-seeking accomplishments that can encourage people to deliver their best strengths within the organization. 1.1 Compare and contrast different organizational structure and culture Organizational structure is the form of an organization that is evident in the way divisions, departments, functions, and people join...
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...Get help for your MBA project from a2zmba users here. Post your project related queries here.. 1. Product strategies of private life insurance companies 2. A study on "why companies should go for outsourcing" 3. Effectiveness of advertising on real estate sector 4. Study on consumer expectations and perceptions towards consumer loans 5. Workers attrition rate at hotel industry is increasing. Study regarding this issue 6. Attrition rates at different sectors 7. Effectiveness and scope of employee referrals in the process of talent sourcing 8. Study of training needs across different industries 9. Study on creation of luxury brand 10. Strategies used to build successful Internet based customer services 11. Measuring the effectiveness of retail banking of a nationalised bank compared to a MNC 12. Conspicuous consumption 13. Study of awareness and acceptibility of UPVC windows and door systems 14. Opportunities of Financing the NANO's in Bangalore 15. Changing trends in FMCG industry in India 16. A study of best HR practices in service industry 17. Fundamental analysis of Indian telecom companies 18. Study of consumer behaviour in automobile industry 19. customer buying behaviour towards insurance products 20. Promotion strategies followed in Insurance sector 21. Study on changing consumer preference towards organised retailing from un-organised retailing 22. study on "impact of advertising in B2B marketing" 23. Distribution network & general insurance industry ...
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...HRM 701 Notes Issues faced today by HR Managers in Organization/ Competitive Challenges. 1) Competing, recruiting and staffing globally. 2) Embracing new Technology 3) Managing Change 4) Managing Talent/ Human Capital 5) Responding to the market 6) Containing cost. Roles and Responsibilities of HR manager in Organization Today 1) Advice and counsel 2) Service 3) Policy formulation and implementation 4) Employee advocacy Generally accepted steps in the strategic HR planning process 1) Mission, Vision, and Values 2) Environmental Analysis 3) Internal Analysis 4) Formulating Strategy 5) Strategy implementation 6) Evaluation and Assessment Steps required in the Implementation of an Employment Equity Policy or plan in an organization 1) Senior Management Commitment 2) Data Collection and Analysis 3) Employment system Review 4) Establishment of a Work plan 5) Implementation and or Evaluation, Monitoring, and Revision Steps in Conducting a Job Analysis 1) Identify the job/s to be analyzed 2) Determine the procedures to be used/ methods in collecting job data 3) Implement the job analysis methods 4) Review data collected through Job Analysis and 5) Summarize and document the data collected. Job Analysis – is the process of obtaining information about jobs by determining the duties, task or activities of jobs Critical Incident Method – Is a job analysis method by which important...
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... and developed in line with organizational aspirations (Behery, Paton & Hussain, 2012). Therefore, in Human Resource Management, the relationship between performance management, the psychological contract and their effects on organisational performance is becoming an area of increased discussion. It has been argued that, in order to generate a work environment where employees know what is expected of them and perform in such a way that the strategic goals of the organization are supported, it is crucial that the parties have confidence that the other party will deliver on their promises (Rousseau, 1989, as cited in Braekkan, 2012). The management of performance is a major element in determining the psychological contract within an organization, particularly in circumstances of change. (Stiles, Gratton, Truss, Hope-Hailey, McGovern, 1997) Global forces have placed performance at the heart of the employment relationship. Simultaneously, performance management has become, at least implicitly, Human Resources Managements primary goal for strategic purposes (Davila & Elvira, 2007). Performance management as defined by (Storey and Sisson, 1993) is usually taken to comprise three key elements: (i) the setting of objectives, derived from corporate and business unit (or divisional) strategies; (ii) the evaluation of performance; and (iii) the linkage between evaluated performance and development and rewards, in order to reinforce desired behaviour (Stiles et...
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...ORGANIZATION & BEHAVIOUR TESCO Organization & Behaviour TESCO Organization & Behaviour Task 1 1.1 Compare and contrast three different organizational structures and cultures. The organizational culture Culture is the way we think, feel and act in a society. Companies act not only according to their identity but also their culture and internal structure. That is, as a person, the "personality" of the company (Way of being and behaving) depends on the interaction between their structures and identity culture. Organizational culture is the way of thinking, feeling and doing shared members of the company. Culture is a good or intangible capital, consisting of shared values, which, to the extent that generates motivation, collaboration and commitment, will have a greater value for the company. It is a system of assumptions and shared meanings, such as identity, distinguishes the organization from any another. Culture not formally indicates how to do things in the company and what is their importance (Wilson, 1989, P. 303-319). It is a social construction based on customs, learning, experiences and traditions. This culture may or may not further the objectives of the company. Culture becomes visible and / or strengthened through different aspects, such as: Identification The degree of commitment of staff to the company as a whole, and not just with your type of work or specific field performance. Group organization The extent...
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...experiences and culture, accompanied by advantages and divergence, it is only necessary to properly manage them. Leaders should prompt to achieve the target goal by means of global cultures based on modern management capacity as well as religion, social customs: innovative management models based on integration of diverse culture: and adjusting existing practising principles with varied culture. Even though the development of all these approaches are some of the characteristics of each manager reflecting mutual understanding, inspiration and innovation, most of them heavily rely on the cultural quotient. In brief, beliefs, values, perceptions, expectations, attitudes and assumptions derived from IQ and EQ are on the other hand, getting along with Cultural Intelligence occurred in his or her social environment of regional, national, economic and livelihood. In general, culture is mainly concerned with beliefs and values, of individuals and groups, based on definitions of people’s behaviour and experiences. A widespread simplification of the meaning is that culture is a common tradition accepted by majority of the people in a particular social environment or a communication bridge which portrays the ability to understand on a specific experience. People...
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