HND – Final RevisionLim Sei Kee @ cK

TOPICS

1. #1. Introduction 2. #4. Motivation 3. #7. Communication 4. #8. Leadership 5. #10. Group Behavior 6. #12. Organization Structure 7. #13. Organizational Culture

3 Sections

A – MCQ [20 marks]

B – Case Study [20 marks]

C- Structured Questions [CHOOSE 3 out of 6]

[60 marks]

SECTION A

MCQ

1. Organizational behavior knowledge:

A. Originates mainly from models developed in chemistry and other natural sciences

B. Helps us to understand, predict and influence the behaviors of others in organizational settings

C. Accurately predicts how anyone will behave in any situation

D. Is more appropriate for people who work in computer science than in marketing

1. Organizational behavior knowledge:

A. Originates mainly from models developed in chemistry and other natural sciences

B. Helps us to understand, predict and influence the behaviors of others in organizational settings

C. Accurately predicts how anyone will behave in any situation

D. Is more appropriate for people who work in computer science than in marketing

2. Which of the following would be classified by Herzberg as a hygiene factor?

A. Company policy B. Promotion C. Achievement D. Personal growth

2. Which of the following would be classified by Herzberg as a hygiene factor?

A. Company policy B. Promotion C. Achievement D. Personal growth

3. Surveys, suggestion boxes, and employee newsletters are considered to be ______________ types of communication.

A. Downward B. Grapevine C. Lateral D. Upward

3. Surveys, suggestion boxes, and employee newsletters are considered to be ______________ types of communication.

A. Downward B. Grapevine C. LateralD. Upward

4. If followers are unable and willing, Hersey and Blanchard's situational leadership theory suggests that managers exhibit _____________.

A. consideration B. a laissez-faire style C. a supportive and participative

style D. high task orientation

4. If followers are unable and willing, Hersey and Blanchard's situational leadership theory suggests that managers exhibit _____________.

A. consideration B. a laissez-faire style C. a supportive and participative

style D. high task orientation

5. Hospitals might have departments devoted to research, patient care, accounting, and so forth. This type of departmentalization is called:

A. Functional departmentalization B. Process departmentalization C. Service departmentalization D. Product departmentalization

5. Hospitals might have departments devoted to research, patient care, accounting, and so forth. This type of departmentalization is called:

A. Functional departmentalization B. Process departmentalization C. Service departmentalization D. Product departmentalization

SECTION B

CASE STUDY

SECTION C

Structured Qs

1. People and organization

Levels of Analysis.

Individual level of analysis

Group level of

analysis

Organization level of analysis

Individual Level

Group Level

Organization Systems

Level

Basic OB Model

Organization Behavior - OB is the study of human behavior in the workplace, the interaction between people and the organization, and the organization itself.

The goals of OB are to explain, predict, and control behavior.

Importance of OB

Development of soft (interpersonal) skills

Personal growth via insight into others

Enhancement of individual and organizational effectiveness

Sharpening and refining common sense (common sense is often wrong)

Three general management roles

Henry Mintzberg’s Managerial Roles: Interpersonal roles : Figurehead, Leader

and Liaison.

Informational roles : Monitor, Disseminator and Spokesperson.

Decisional roles : Entrepreneur, Disturbance handler, Resource allocator and Negotiator.

2. Motivation is the result of the interaction of the individual and the situation.

Individuals differ in their basic motivational drive.

The level of motivation varies both between individuals and within individuals at different times.

Motivation The processes that account for an individual’s

intensity, direction, and persistence of effort toward attaining a goal – specifically, an organizational goal.

Intensity – how hard a person tries

Direction – effort that is channeled toward, and consistent with, organizational goals

Persistence – how long a person can maintain effort

Using Rewards to Motivate Employees

CAN IT BE DONE?

Although pay is not the primary factor driving job satisfaction, it is a motivator.

Types of variable pay programs: Piece-Rate Pay; Merit-Based Pay;

Bonuses; Profit-Sharing Plans; Gainsharing

Abraham Maslow’s Hierarchy of Needs

Hierarchy of Needs Theory – Abraham Maslow

• Physiological

• Security

• Social or affiliation

• Esteem

• Self-actualization

3. DEFINE COMMUNICATION? The transference and understanding of meaning.

Communication Functions: Control member behavior Foster motivation for what is to be done Provide a release for emotional expression Provide information needed to make

decisions

Nonverbal Communication

Body Movement

Intonations and Voice Emphasis

Facial Expressions

Physical Distance between Sender and Receiver

Oral communicationAdvantages ??

• Speed & feedback Response received in a minimal amount of

time If unsure, rapid feedback allows for early

detection by sender encouraging morale among organizational

employees. best used to transfer private and

confidential information/matter

Barriers to effective communication

Filtering Selective perception Information overload Emotions Language Communication Apprehension

4.

Who are leaders?

Persons with managerial and personal power who can influence others to perform actions beyond those that could be dictated by those persons’ formal (position) authority alone

MANAGERS

Focus on things Do things right Plan Organize Direct Control Follows the rules

LEADERS

Focus on people Do the right

things Inspire Influence Motivate Build Shape entities

“Leaders are the primary determinant of an organization’s success or failure.”

Do you agree or disagree with this statement?

5. Two or more individuals, interacting

and interdependent, who have come together to achieve particular objectives

FORMAL GROUPSA designated work

group defined by the organization structure

INFORMAL GROUPSAppears in response to

the need for social contact

Five stage group development

Status Characteristics Theory

People who control the outcomes of a group through their power or have the ability to control the group’s behavior

People whose contributions to a group are critical to the group’s success

Personal characteristics that are positively valued by the group such as good looks, money or intelligence

Cohesiveness Degree to which group members are

attracted to each other and are motivated to stay in the group

Encourage group cohesiveness – Make the group smaller Encourage agreement with group goals Increase the time spend together Increase the status of the group and perceived

difficulty of attaining membership in the group

6. A structure characterized by a low

degree of departmentalization, wide spans of control, authority centralized in a single person, and a little formalization. Owner - Manager

Salesperson Salesperson Salesperson Salesperson Cashier

Simple structure

Strength Fast, flexible and accountability is

clear

Weakness As organization grows, it become

inadequate

Contrasting Spans of Control

How to design a proper organizational structure?The key question The answer is provided by1. To what degree are activities

subdivided into separate jobs?Work Specialization

2. On what basis will jobs be grouped together?

Departmentalization

3. To whom do individuals and groups report?

Chain of Command

4. How many individuals can a manager efficiently and effectively direct?

Span of Control

5. Where does decision-making authority lie?

Centralization and decentralization

6. To what degree will there be rules and regulations to direct employees and managers?

Formalization

7. Organizational Culture ?

A system of shared meaning held by members that distinguishes the organization from other organization.

Characteristics: Innovation and risk taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability

Do Organizations Have Uniform Cultures?

How to sustain culture?• Selection

• Top Management

• Socialization

Can culture be copied?Stories

Rituals

Material Symbols

Language

Creating a Customer-Responsive Culture

HOW?1. The types of employees hired by the organization.2. Low formalization: the freedom to meet customer

service requirements.3. Empowering employees with decision-making

discretion to please the customer.4. Good listening skills to understand customer

messages.5. Role clarity that allows service employees to act as

“boundary spanners.”6. Employees who engage in organizational

citizenship behaviors.