...Unit 4003 INTRODUCING ORGANISATIONAL CULTURE, VALUES AND BEHAVIOUR 1.1. Determine a framework for analysing organisational culture. The contemporary definition of organizational culture includes what is valued, the dominant leadership style, the language and symbols, the procedures and routines, and the definitions of success that characterizes an organization. Organisational Culture represents the values, underlying assumptions, expectations, collective memories, and definitions present in an organization (Schein, 1992; Cameron & Quinn, 1999). Cameron and Quinn (1999) have developed an organizational culture framework built upon a theoretical model called the "Competing Values Framework." This framework refers to whether an organization has a predominant internal or external focus and whether it strives for flexibility and individuality or stability and control. The framework is also based on six organizational culture dimensions and four dominant culture types (i.e., clan, adhocracy, market, and hierarchy). In addition the framework authors generated an "Organizational Culture Assessment Instrument (OCAI)" which is used to identify the organizational culture profile based on the core values, assumptions, interpretations, and approaches that characterize organizations (Cameron & Quinn, 1999). The central issue associated with organizational culture is its linkage with organizational performance. Connections between OC and performance have been established....
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...22-25 | | SEM PLS | 26-34 | | Hierarchical Regression | 35 | V | Findings | 36-38 | VI | Conclusion | 39 | VII | Reference | 40-45 | VIII | Annexure | 44-48 | ABSTRACT The study on Psychological Capital, Job Satisfaction & Organisational Citizenship Behaviour explores the association of employees psychological capital with there job satisfaction and organisational citizenship behaviour in IT sector. The study also tries to examine the mediating role played by job satisfaction between psychological capital and Organisational citizenship behaviour. A self reported paper based questionnaire survey will be conducted on employees working in IT firms in Kochi. The study was conducted among employees who were team leaders and entry level engineers employed at IT firms in Kochi. The employee with positive psychological capital and job satisfaction will exhibit organisational citizenship behaviour. Many studies have been conducted previously to identify the relationship between the variables such as on Psychological Capital, Job Satisfaction & Organisational Citizenship Behaviour. The research showed positive relation among the three variables and job satisfaction having partial mediation between psychological capital and organisational citizenship behaviour. LITERATURE REVIEW I. LITERATURE REVIEW Information technology is playing a major role in India today and has transformed India's image from a slow moving bureaucratic economy to a land of innovation. The IT sector...
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...Numerous commentators have examined the influence of stress factors in the workplace. Nevertheless, even today, managers and leaders seem to ignore how this psychological aspect affects the workplace. In organisational settings, stress can generate very significant consequences on a number of different aspects, including employee motivation. For this reason managers and leaders must consider stress factors and provide effective stress management initiatives in the workplace (Nikkos et al., 2010). This paper will outline the main aspects of stress in the workplace and how it affect employers in organisational settings. The effect of stress in the workplace can have dramatic consequences within the workplace. Stress can affect the employee’s behaviour with other employees, Stress can significantly reduce employee concentration and even affect mood swings. Stress also reduces the likeliness of the success of any motivation techniques implemented by managers and leaders. Motivation plays a very important role in all organisations. Generally, high levels of employee motivation can have a positive effect for business entities, helping them to achieve success and organisational aims. Different experts have investigated the subject. The examination of the notion of motivation within work settings has become the focus of the work of several theories of management science. Employees must be motivated to work effectively...
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...ORGANISATIONAL COMMITMENT: Organisational commitment is employee’s commitment to the organisation. It has two facets; one the organisation’s perspective and the other employee’s. Commitments develop naturally. Commitment can be in form of the nature of relationship between an employee and the organisation or relationship to a variety of entities. Commitment can be observed as an attitude or mindset (attitudinal commitment) where the commitment arises due to convergence of goals and values and develops prospectively. Commitment can be behavioral where it develops post membership in retrospect which facilitates rationalization of continuance in an organisation or a course of action. Organisational commitment has been defined as “a psychological state that characterizes an employee’s relationship with an organisation and has implications for the decision to continue membership of the organisation” (Meyer and Allen 1991). There are three components of organisational commitment. 1. Affective commitment refers to employee’s identification, or strong emotional attachment and involvement in the organisation. 2. Continuance commitment refers to an awareness of the costs associated with leaving the organisation. 3. Normative commitment reflects an obligation to continue with the organisation. Although, initially literature suggested the presence of a second classification of commitment in form of compliance, identification and internalization (o’rielly, chatman and...
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...the degree of the relationship between transformational leadership and its effect on the employee’s positive self-esteem and organisational commitment. The presentation of the most important observations and insights in this report are based on the information gathered from a questionnaire. The questionnaire was administered and completed by the chosen work group of employees constituting a sample of ninety three individuals. As prior research and analysis in this field was limited to a generic employee group it was decided to further contribute to this field by investigating the differences in responses between male and female respondents. A literature review was conducted to assess and present the relationship between transformational leadership and the effect on employee’s self-esteem and organisational commitment. The impact of transformational leadership on the sample group has been assessed through statistical analyses of the extracted data (from the survey). The interaction between the following constructs were investigated: * Transformational leadership on positive self-esteem Results determined a poor correlation * Transformational leadership on organisational commitment Results found a marginal impact * Positive self-esteem on organisational commitment Results found a medium correlation * Transformational leadership on organisational commitment, with the mediating effect of positive self-esteem Results determined the greatest impact from this...
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...To what extent are people subordinated to systems and organisations in the 21st century? The purpose of the ensuing study is to critically evaluate the role played by individuals in organisations in the 21st century. The author aims to conclude the analysis with a logical and coherent explanation to the roles individuals play in organisation. Hence, for the purpose of this study, organisational life is dissected with the help of three distinct dimensions; effects of national culture on organisational culture, power and politics within organisations and psychological ownership. The study bases strong emphasis to the formulation of organisational culture and how it differs from national culture, it then moves on to specifically outline the culture of male dominated organisations and aims to address the issue of why there exists a culture of gender bias within organisations, and finally, with the help of psychological theories, the study aims to establish the outcomes of individual psychological emotions towards an organisation. With the help of the above, the study aims to reach a rationale on better understanding people and organisations by outlining the culture systems and roles played by the former in the latter. Kroebar & Kluckholm defined culture as: ‘a set of patterns, explicit and implicit, of behaviour acquired and transmitted by symbol, constituting the distinctive achievement of human groups, including their embodiment in artefacts; the essential core...
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...Research, Volume 8, Page 13 Organisational Behavior ORGANIZATIONAL BEHAVIOR Dr. I. Chaneta Faculty of Commerce University of Zimbabwe ABSTRACT Mullins (2005) defines organizational behavior as the study and understanding of individual and group behavior and patterns of structure in order to help improve organizational performance and effectiveness. Cole (1998) states that organizational behavior is a term applied to the systematic study of the behavior of individuals within work groups, including an analysis of the nature of groups, the development of structures between and within groups and the process of implementing change. The definitions indicate that the principal issues addressed by organizational behavior are: - • Individual behavior and performance at work; • The nature and working of people in groups; • The nature of social structures and organization design at work; • The processes involved in adapting behavior to meet changing conditions. There is close relationship between organizational behavior and management theory and practice. Some writers suggest that organizational behavior and management are synonymous, but this is something of an over-simplification because there are many broader facts to management. Key Words: organizational behavior, external environment, individual behavior, sociological approach, organizational culture. Journal of Comprehensive Research, Volume 8, Page 14 Organisational Behavior INTRODUCTION The variable outlined...
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...uncomfortable even for a short duration (during the change process). But, for organisations to survive and succeed in the current environment change is no longer optional. Organisations have to learn to love change to stay ahead of competition. * An overview of change management Definition - Change management is about moving from one state to another, specifically, from the problem state to the solved state (Jung, 2001). But, the organisational terminology for change management can be varied and ‘change’ may be used under different terms. Eg. When a company talks about re-engineering, restructuring, promoting cultural transformation, or keeping pace with the industry, then it is talking about change. Lewin (1951) conceptualized that change can occur at three levels * Change in the individuals who work in the organisation – that is their skills, values, attributes, and eventually behavior. Leaders have to make sure that such individual behavioral change is always regarded as instrumental to organisational change. * Change in the organisational structures and systems – reward systems, reporting relationships, work design and so on. * A direct change in the organisation climate or interpersonal style – dealing with people relationships, conflict management and the process of decision making. (Leonard et al., 2003, cited in Mabey & Mayon-White (ed)) Change can be further classified as planned and emergent. When change is deliberate and is a product of conscious...
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...Organisational Commitment Richard McBain (2005) looks to define organisational commitment and concludes that although there is “no single definition of commitment”, he refers to Allen & Meyer’s (1990) three-component model and offers an explanation of those terms: 1. Affective commitment, “which refers to employees’ emotional attachment to, identification with, and involvement in, the organization” 2. Normative commitment, “which is based on feelings of loyalty and obligation” 3. ‘Continuance’ component “refers to the commitment based on the costs that employees associate with leaving the organization” Richard McBain (2005) also explores Swailes (2002) argument that measures of organisation commitment often seem to focus on the reasons for commitment, or its outcomes, rather than on the commitment itself. He also goes on to explore the research by Malhotra and Mukherjee (2003) where they test the importance of job satisfaction and organisational commitment on service quality and explore how commitment may influence the willingness of customer-contact employees to engage in discretionary efforts may reflect in the service quality they deliver. He goes on to comment on one of the key findings from Malhotra and Mukherje (2003) research; that affective commitment was more important than job satisfaction in determining the service quality of customer contact employees. Richard McBain (2005) goes on to conclude that “Service organisations should, therefore, strive to develop...
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...(HR) 3RD SEM ROLL NO: 18[pic] CONTENT 1. INTRODUCTION………………………………………………………………..2 - Organisational citizenship behaviour……………………….........................2 - Organisational justice……………………………………………………......3 - Perceived organisational support…………………………………………...5 2. REVIEW OF LITERATURE……………………………………………………6 - Literature review of OCB……………………………………………………7 • Dimensions of OCB…………………………………………………….....8 • OCB as latent construct……………………………………………….......11 - Literature review of OJ………………………………………………………12 • Organisational support theory……………………………………….......13 • Justice fosters employees OCB……………………………………….......14 • Justice builds customer satisfaction and loyalty……………………......14 • Justice builds trust and commitment…………………………………….15 • Justice improves job performance………………………………………15 • Types of justice……………………………………………………………16 • Why employees care about justice? …………………………………......17 - Perceived organisational support……………………………………………18 • Dimensions of POS…………………………………………………….......19 • Organisational support theories………………………………………….19 - Relation between...
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...When referring to a 'working person' what are the underlying models and frameworks influencing and guiding a person's behavior and actions in a professional environment and impact on one's work performance in the workplace. A working person is the one who, whether skilled or unskilled, earns his living at some manual or industrial work. The people who are able and likely to work between the age group of 20-65 years comes under the category of working person and who contributes to growth of an economy of a country. Each region may have different range of ages, but generally 20-65 are used. An individual and his/her behavior cannot be understand without considering various aspects of that individual's environment i.e. social, political, familial, temporal, spiritual, and economical. A working person's behavior may be affected by any of these aspects. A person-in-environment will provide more adequate framework for assessing an individual and his/her problems and strengths than an approach which focuses only on changing an individual's behavior, or that focuses only on environment conditions. There were a number of historical developments in the first two decades of the 20th century which leads to the more formal view of the concept in the emerging profession. A person working in an organisation is affected by many factors. Decisions about right or wrong permeate everyday life. Ethics concerns person's all levels of life...
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...Literature review of strategy implementation and strategy process frameworks Introduction Great strategies are worth nothing if they cannot be implemented (Okumus and Roper 1999). It can be extended to say that better to implement effectively a second grade strategy than to ruin a first class strategy by ineffective implementation. Less than 50% of formulated strategies get implemented (Mintzberg 1994; Miller 2002; Hambrick and Canella 1989). Every failure of implementation is a failure of formulation. The utility of any tool lies in its effective usage and so is the case with strategy. Strategy is the instrument through which a firm attempts to exploit opportunities available in the business environment. The performance of a firm is a function of how effective it is in converting a plan into action and executing it. Thus implementation is the key to performance, given an appropriate strategy. In literature, implementation has been defined as “the process by which strategies and policies are put into action through the development of programs, budgets and procedures” (Wheelan and Hunger pp15). This involves the design or adjustment of the organisation through which the administration of the enterprise occurs. This includes changes to existing roles of people, their reporting relationships, their evaluation and control mechanisms and the actual flow of data and information through the communication channels which support the enterprise (Chandler 1962; Hrebiniak and Joyce...
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...operating procedures etc. However, the phenomenon of misbehaviour can be better understood in terms of motives and opportunity. Employees commit unethical conduct because of one of the motives of - greed, financial benefit, or other individual motivations and these motives flourish in the absence of effective monitoring mechanisms and effective leadership in the work environment. Sunshine Fashions’ organisational hierarchy and work ethics provided ample motives and opportunities to the employees to indulge in fraud and misbehaviour. The specific root causes for employee misbehaviour at Sunshine can be listed as below:- Root Causes for Individual Misbehaviour (a) Lack of loyalty and belongingness - The employees of sunshine lacked loyalty and belongingness towards the company and this led to opportunistic behaviour. This may be attributed to poor organisation culture, selection process, training, and transparency in company working or leadership issues. (b) Greed – The employees wanted to make quick money through the loop holes in the system. (c) Poor leadership/role models (d) Effects of witnessing similar acts committed by co-workers. Root Causes of Contextual Misbehaviour (a) Lack of transparency in company policies – It is evident from the fact that the year end bonus was decided solely at the discretion of the general manager. (b) Lack of involvement of employees in goal/strategy setting. (c) Lack of formalised and mutually agreed Standard Operating procedures...
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...Organizational Politics on Job Performance with Perceived Organizational Support as a Mediator | | Submitted in partial fulfillment of the course: Social Research Methods | | | Submitted By:- Chaitanya Peddi (P10076) Faiz Abdullah (P10081) Neeti Kumar (P10092) Raja Sameer (P10102) 3/23/2010 | ABSTRACT Purpose The purpose of this research paper is to measure the effect of perceived organisational politics on job performance, using perceived organisational support as a mediator. Further, this paper also aims to measure the moderating impact played by the respondents’ gender in the same. Design/Methodology/Approach A questionnaire was given to professionals working in the services industry through the internet asking about their opinions on the existence of politics in their company, the level of support that they receive from their organisation, and a self appraisal on their job performance. Findings Perceived organisational support fully mediated the relationship between perceived organisational support and job performance. Our study also concludes that perceived organisational politics has a greater impact on men than women. Research Limitations/Implications A self reported cross sectional questionnaire form was administered to collect all measures. The number of respondents to this survey was limited to the employees of the Service sector in India. Future scope in this area could focus on other sectors in India, to substantiate the findings in this research...
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...Executive Summery Introduction Mastek (UK) is operating in UK since 1993 as subsidiary of Mestek Limited; provide Global Technology Solutions which mainly focusing on the areas of Insurance, Institution of Government and public sector and other numerous financial sector services. By application of industrial expertise, broad capabilities and strategic alliances, Mastek (UK) able to offer different kind of integrated portfolios in IT products and related services. These services are including Consulting of IT, Development of Applications, Integrations of systems, Outsourcing management, testing, storing. It also further performing business such as Business Intelligence, Security applications, Modernization of Legacy and Data Migrations. At present company’s employee strength is over 3500 peoples from different nationalities and it operating across the US, Canada, UK, Europe, Asia Pacifica and Middle East. Thus, Mastek operating eight of world class global delivery center in India and Malaysia. A person who took the cultural experience in this organization is working as a software engineer, who transferred from India Mastek to its UK branch. Nature of the Business Mastek (UK) Using an established framework, Mastek has over two decades of proven experience in the development and maintenance of large enterprise data warehousing and business intelligence decision support systems. Mastek's data warehousing and business intelligence solutions can help drive a lower total...
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