Home | Forums Organizational Behavior and Leadership (AMU-MBAO6013 – 01 – June 2022)

  • Vinesh Nair

    Administrator
    August 9, 2022 at 6:05 am

    Students, you are required to use this forum to introduce yourselves and discuss the course. Feel free to raise your questions, thoughts and comment/discuss your classmate’s posts. Have fun!!

  • Choi Jia Ying Jane

    Member
    September 17, 2022 at 10:17 pm

    Q1) Change Management and Conflict Resolution

    It is recommended practise in any organisational change to base decisions solely on visible data. This is to develop a transparent organisation, which is a major aspect in encouraging staff to work together. Because the case shown above involves a significant change in the organisation, a careful selection of data to support the decisions to be made is required. To back up the choice, both qualitative and quantitative data should be acquired, which can include the following:<b style=”background-color: var(–bb-content-background-color); font-family: inherit; font-size: inherit; color: inherit;”>

    • List of current tasks and deliverables, including the number of man hours required for each employee to fulfil the activity. This can provide a clear indication of the tasks performed by personnel as well as the efforts required, and can be used as a foundation to streamline operations and eliminate activities that do not focus on value when designing the new organisational structure.
    • Career development plans for each employee should also be reviewed to determine the employees’ career goals. If one does not exist, managers should collaborate with their staff to create one. This career development plan will aid in establishing and aligning future job assignments and upskilling requirements for individuals with the new organisational structure. This will substantially aid in staff retention and employee acceptance of the changes, assuring the success of the organisational transition.
    • Employee satisfaction surveys, for example, are used to measure what employees are and are not happy with. Areas of satisfaction should be leveraged while designing the new organisational structure, while areas of unhappiness should be enhanced. This reorganisation exercise has the potential to improve personnel satisfaction, retention, and, ultimately, performance.

    In order to maximise the success of the targeted organisational change. The 8-step Kotter method can be employed. Here is a description of the eight phases and activities that could be undertaken to support this organisational change:

    1. Instill a sense of urgency

    The reasons for organisational changes must be clearly and freely conveyed to employees in order for them to understand why the change is necessary and what the consequences will be if this change is not implemented.

    2. Form a steering alliance.

    A steering group comprised of representatives from all levels of the organisation concerned is required to enable the seamless implementation of this organisational reform. These individuals can act as change agents to promote organisational transformation and as subject matter experts (SPOCs) to help disseminate information and obtain input from their teams.

    3. Establish a strategic vision and initiatives.

    For this organisational transition, a clear vision and mission statement must be developed and distributed to each team.

    4. Communicate to gain buy-in

    The usage of collaterals such as button badges or posters on the walls to promote the vision and mission of the change is also significant. Through incentive schemes, behaviours that reflect adoption of these new ways are rewarded.

    5. Empower Action

    Help in removing barriers that would otherwise impede the organization’s change from succeeding. If upskilling or reskilling is required, such programmes should include everyone who may be affected by the organisational change.

    6. Create Short-Term Victories

    Quick wins are the most effective strategy to gain people’s support. These low-hanging fruits can be used to swiftly demonstrate the value of an organisational transformation. People will be more willing to join and adopt a change if they can see the benefits for themselves. Instead of implementing this organisational change in a large bang, the smallest portions can be implemented first so employees can see the benefits, such as the usage of automation, which can save them time.

    7. Moving forward

    Move forward with substantial elements of the initiative once you have obtained buy-in from stage 6. This step should be easier with help, especially if the project is significant.

    8. Make Change Last

    The new organisational structure and manner of functioning should be standard, and the old way should be abandoned. The new policy should be entrenched and made the official way ahead.

  • Choi Jia Ying Jane

    Member
    September 17, 2022 at 11:25 pm

    2. Diversity in the Workplace

    Diversity keeps things fresh, exciting, and moving forward. Interacting with a wide range of people can help stimulate your thinking and present thoughts and viewpoints that you might not have discovered on your own.

    Recognizing diversity in your daily life can assist you in seeing the world in new and unusual ways. Diversity is a crucial component of every organisation, and it is critical to understand how it affects the workforce. Understanding diversity can help us operate better in groups or teams and provides insight into an organization’s behaviour.

    Here are some of the Strategies to embracing diversity in the workplace.

    1. Start a dialogue

    Embracing diversity is a complex topic for leadership to start. However, the very fact that you are a leader in the business means the system works for you; any biases have worked in your favour. Bring your leadership together and explicitly explain the benefits of diversity and how it impacts their teams. You need to set the tone and message for the broader business. Encourage your leaders to speak with their teams, emphasising listening. You won’t solve the problems overnight, but an open and frank dialogue will let you know where your organisation needs to improve

    2. Embrace transparency<div>

    It’s essential to be completely transparent with your staff about where the company is with diversity and inclusion and what steps are underway to improve the situation. Failure to do so will leave staff feeling that not enough is being done, or worse, misaligned activities are not remedied. In addition, your leadership team is critical in driving diversity, equity and inclusion and should be well enough informed to keep their teams abreast of organisational activities, goals and performance.

    3. Be on the lookout for bias in decision making

    Whilst unconscious bias can affect any group, some are disproportionately harmed, such as people with disabilities, people of colour and members of the LGBTQ community. Discrimination against groups such as these take many forms other than hiring; it can affect performance management, succession planning, the delegation of duties and recognition. The decisions types above show that unconscious biases can make or break careers, so leaders must create a culture where diverse viewpoints are encouraged. Therefore leaders must be purposeful in seeking out people who have opposing views, delegate equitably, and proactively identify development opportunities for all staff.

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  • Choi Jia Ying Jane

    Member
    September 17, 2022 at 11:53 pm

    3. Individual and Group Behavioral Theories Applied to the Workplace

    INTP personalities, in my opinion, will be most suited in remote location/virtual team workplace circumstances. Working from home necessitates an independent and loyal personality. Because there will be no supervision like in a regular job. Individual must be organised, self-sufficient, and faithful in carrying out their assigned tasks.

    Because we may not receive appropriate direction or coaching from our superiors most of the time when working electronically, the individual must be an abstract thinker, rational, and objective focused. Although INTP personalities are introverted, they can mingle with a limited group of familiar teammates that share common aims, interests, or connections. These are the people who can make decisions based on logic, objectives, and analysed evidence rather than personal feelings. They are also creative thinkers.

    How does the balance between individuality and conformity affect individuals in a team environment? How much structure do you feel is appropriate for a successful team?

    The team will benefit from a balance of individuality and conformity that is neither extreme individualism nor severe uniformity. It is necessary since it will lead to team success. For example, if everyone has an opportunity to speak up, it generates ideas and solutions that will help the team succeed. The balance of originality and conformity allows individuals to speak freely, and everyone shows respect by listening and paying attention, resulting in a psychologically comfortable environment inside the team.

    For the case working remotely, I think the best structure would be horizontal organisation structure due to the nature of mostly working individually, this gives employees more responsibility.

    Considering the Big Five personality assessment model (OCEAN), to what extent do you believe these traits would be impacted if the work environment were to be changed to a strictly-structured physical workplace setting?

    • openness

    The majority of high organisational performers are bored by workplace routine and the organization’s low level of creativity enhancement. Complex organisations offer few opportunities for new ideas to be implemented. When there are hierarchical systems in the workplace, it limits employees’ innovation while keeping them comfortable.

    • Conscientiousness

    High performers in the organisation tend to organise their adventures properly. Well-structured organisations comprised of conscientious individuals work well due to the organization’s preparedness as the organisation is efficiently organised and guides the goal achievement-based Workplace. Individuals are focused on achieving the organisational aim.

    • Extraversion
    • Extraversion is characterised by excitability, friendliness, talkativeness, aggressiveness, and a high level of emotional expressiveness (or extroversion). People that are extraverted are outgoing and thrive in social situations. When they are in the presence of others, they become energised and happy.

      Low extraversion (or introversion) people are more reserved in social circumstances and have less energy to expend. Introverts frequently need time alone and in silence to “recharge” after engaging in social activities.

    • Agreeableness

    Individuals with the highest level of agreeability in the organisation are always ready to carry out activities and ensure peaceful coexistence. Individuals in the organisation exhibit a great level of patience and are more concerned with the organisation than with personal interests. Individuals with low agreeableness scores are prone to conflicts and self-interest.

    • Neuroticism

    • Individuals with high levels of neuroticism are typically gloomy in organisations, with a lot of sadness, negative feelings, and psychology. When negative emotions are activated, they perform poorly and are more likely to develop anxiety, aggressiveness, and depression. Individuals who suffer from neuroticism are frequently fragile and weak under stressful situations. Neuroticism influences others around us as well as people’s perceptions of the world.

  • Choi Jia Ying Jane

    Member
    September 18, 2022 at 12:38 am

    4. Leadership and Management

    Among the interviewers, I would choose the CEO as the person who I will best to work with. He seem to be a supportive leader, friendly and shows concerns for the employee. It will be less stressful and employees would likely to be more willing to share ideas and opinion to the leader.

    What combination of leadership style, role, and trait would be best for the following business situations?

    1. A company with routine and unskilled job functions: An leadership would be suitable for this job function as the job would be routine and bored it is that some of the employees would loaf on the job due to lack of motivation. Hence, high would be required so to ensure the work efficiency.
    2. A company with dangerous job functions (toxic waste handling or heavy equipment operation) : Bureaucratic leaders work “by the book,” ensuring that their employees adhere to strict processes. This is an excellent choice for a job that involves significant safety risks (such as dealing with machines, dangerous substances, or at heights) or huge sums of money (such as cash handling).
    3. Company preparing to disrupt an existing market with ground-breaking technology: Democratic leadership would be suitable in this. Although a democratic leader makes the final decision, the leader would invites team members to participate in the decision-making process. This not only increases job satisfaction by involving employees or team members in the process, but it also helps people grow their talents. Employees and team members believe they have control over their own destiny and are driven to work hard for reasons other than monetary gain. Because participation requires time, this method may take longer than an autocratic approach, but the end result is frequently superior. It works well in situations where collaboration is essential and quality takes precedence above speed to market or productivity.
    4. A company preparing for an IPO: Transformational leadership would be suitable for company preparing for IPO due to the leaders are extremely visible and often communicate. They don’t always take the lead since they prefer to delegate control to their teams. While their enthusiasm is contagious, they may require the help of “detail people.” Many businesses require both transactional and revolutionary leadership. Transactional leaders (or managers) ensure that routine activities are accomplished on schedule, whereas transformational leaders direct initiatives that generate new value.