1.

Program Name Single Business Management (Batch-10)

2. Name Ma Aye Myat Thuzar

3. Module Name Management and Organizational Behavior

4. Assignment No. 2

5. Date 25.08.2017 (Friday)

1. (a) Explain the nature of organizational behavior.

Nature of Organizational Behavior

Organizational Behavior is a recent origin and developing as a separate field

of study. A field of study that investigates how individuals, groups and are
effected by behavior within organizations, for the purpose of applying such
knowledge towards improving an organization’s effectiveness. It has
properly progressed in the latter half of the twentieth century. Its present
nature may be discussed as under.
1. A separate field of study –Organizational Behavior is a separate field of
study. Many researches and analysis have been done in this field.
There is no foundation of basic concept that may guide its
development as a science. Therefore, it will be appropriate to call it a
field of study rather than discipline.
2. It is an applied science– The aims of OB it to solve problems of
organizations related with human behavior aspect. Therefore, applied
 researches may be carried in laboratory, but the behavior of an
individual can’t be analysed so. Therefore, Organizational Behavior
both science as well as art.
3. Gold Oriented–Science OB is applied science it is oriented towards
organizational goals. Sometimes there may be conflict of
organizational goals with individual goals. In that case, both the
objectives are achieved simultaneously.
4. Interdisciplinary Approach– Organizational Behavior is interdisciplinary
in nature. It is based on behavioral and social sciences that contributes
to the subject. It applies from this disciplines ideas that will improve
the relationships between people and organization.
5. Focus Attention On people–OB focus the attention on people. It is
based on the concept that need and motivation of the people should
be given priority, if the people are given proper environment and
working condition, they are creative, independent and capable of
achieving organizational objectives.
6. Normative Science–OB is a normative science. It just not only define
the cause and effect relationship but also suggests, how the results of
various researches can be applied to get organizational results, what
acceptable by society is not defines positive science, but it is done by
normative science.
From the above discussion it is clear that OB is not a discipline in itself.
It draws concepts and principles from other behavioral sciences, which
help in directing human behavior in the organization.
Information technology, globalization, diversity and ethics serve as
important dimensions for organizational behavior but the people are the key
factor. The technology can be purchased and copied but the people can’t be.
Interestingly, whereas the technology changes dramatically, sometimes
monthly or even weekly, the human side of enterprise has not and will not
change that fast.

1. (b) Illustrate the various types of organizational structure and

discuss their advantages.

The Various Types Of Organizational Structure

An organizational structure defines how jobs and tasks are formally divided,
grouped and coordinated. The types of organizational structure would
depend upon the type of organization itself and its philosophy of operations.
Basically the structure can be mechanistic or organic in nature or a
combination of thereof. However, most organizational structures are still
designed along mechanistic or classical lines. All Manager must bear that
there are two organizations they must deal with-one formal and the other
informal.
The formal organization in usually delineated by an organizational chart and
job descriptions. The official reporting relationships are clearly known to
every manager.
Alongside the exist are informal organization which is a set of evolving
relationships and patterns of human interaction within an organization that
are not officially prescribed.
1. Line organizational structures.
2. Staff or functional authority organizational structure.
3. Line and staff organizational structure.
4. Committee organizational structure.
5. Divisional organizational structure.
6. Project organizational structure.
7. Matrix organizational structure and
 8. Hybrid organizational structure.

Organizational Structure Chart

CEO

Manager
Manager
(Merchandizin
(Marketing)
g)

Mdz Mdz
MKT Officer MKT Officer
Supervisor Supervisor

Mdz
Mdz Assistant Sales Persons Sales Persons
Assistant

Advantages:

1. Tends to simplify and clarify authority responsibility and accountability

relationships
2. Promotes fast decision making
3. Simple to understand.

Disadvantages:

1. Neglects specialists in planning

 2. Overloads key persons. Some of the advantages of a pure line
organization are
 A line structure tends to simplify and clarify responsibility,
authority and accountability relationships. The levels of
responsibility and authority are likely to be precise and
understandable.
 A line structure promotes fast decision making and flexibility.
 Because line organizations are usually small, managements and
employees have greater closeness. However, there are some
disadvantages also.

2. (a) Describe decision making process and types of decision.

Decision Making Process

This approach increases the changes that you will choose the most
satisfying alternative possible. Following are the seven important steps to
the effective decision making process:

1. Identify the decision

2. Gather Relevant Information

3. Identify the Alternatives

4. Weight the evidence

5. Choose Among Alternatives

6. Take Action
 7. Review Your Decision & Its Consequences

Step 1: Identify the decision

We realize that I need to make a decision. Try to clearly define the

nature of the decision I must make. This first step is very important.
Step 2: Gather Relevant Information

Collect some information before you make your decision:

Information are needed, the best sources of information and how to get it.
This step involved both internal & external “work”. Some information is
internal: you’ll seek it through a process of self-assessment. Other
information is external: you’ll find it online, in books from other people and
from other sources.

Step 3: Identify the Alternatives

As you collect information, you will probably identify several

possible paths of alternatives. You can also use your imagination and
additional information to construct new alternatives. In this step, you will list
all possible and desirable alternatives.

Step 4: Weight the Evidence

Draw in your information and emotions to imagine what it would be

like if you carried out each of the alternatives to the end. Resolved through
the use of each alternative. As you go through this difficult internal process,
you’ll begin to favor certain alternatives: those that seem to have a higher
potential for reaching your goal. Finally, place the alternatives in a priority
order, based upon your own value system.

Step 5: Choose Among Alternatives

Once you have weighted all the evidence, you are ready to
select the alternatives that seems to be best one for you. You may even
choose a combination of alternatives.

Step 6: Take Action

You’re now ready to take some positive action by

beginning to implement the alternative you choose with among alternatives.

Step 7: Review your decision & Its Consequences

In this final step, consider the results of your decision and

evaluate whether or not it has resolved the need you identified in the
decision. If the decision has not met the identified need, you may want to
repeat certain steps of the process make a new decision. For example, you
might want to gather more detailed or somewhat different information or
explore additional alternatives.
Type Of Decision

The following are the main types of decisions every organization need to
take.
(1)Programmed and Non-programmed Decisions
(2)Routine and Strategic Decisions
(3)Tactical and Operational Decisions
(4)Organizational and Personal Decisions
(5)Major and Minor Decisions
(6)Individual and Group Decisions

2. (b) Discuss importance of planning and types of plan.

Importance Of Planning and Type Of Plan

Planning is one of the most important project management and time

management techniques. Planning is preparing a sequence of action steps to
achieve some specific goal. If a person does it effectively, they can reduce
much the necessary time and effort of achieving the goal. A plan is like a
map. The progress of the organization is the reason that planning is
important for the management. Decision making – Whenever you make a
marketing plan, you know what you want to achieve in a given time frame.
Thus, because planning helps you decide short and long term goals, it helps
you make decisions faster. The importance of planning increases in an
organization where stability has not been observed.

Plans commit individuals, departments, organizations and the resources of

each to specific actions for the further. Effectively designed organizational
goals fit into a hierarchy so that the achievement of goals at low levels
permits the attainment of high-level goals. This process is called a means-
ends chain because low-level goals lead to accomplishment of high-level
goals. Three major types of plans can help managers achieve their
organization’s goals are (1) Strategic (2) Tactical and (3) Operational.

- Strategic Plans is an outline of steps designed with the goals of the

entire organization as a whole in mind, rather than with the goals of
specific divisions or department. Strategic planning begins with an
organization’s mission. Strategic plans look ahead over the next two,
three, five or even more years to move the organization from where it
currently is to where it want to be. Top level management develops
the directional objectives for the entire organization, while lower levels
of management develop compatible objectives and plans to achieve
them. Top management’s strategic plan for the entire organization
becomes the framework and sets dimensions for the lower level
planning.

- A tactical plan is concerned with what the lower level units within
each division must do it, and how is in charge at each level. Tactics are
the means needed to activate a strategy and make it work. Tactical
plans are concerned with shorter time frames and narrower scopes
than are strategic plans. These plan usually span one year or less
because they are considered short-terms goals. Long-term goals, on
the other hand. Normally, it is the middle manager’s responsibility to
take the broad strategic plan and identify specific tactical actions.

- Operational plan is one that uses to accomplish his or her job

responsibilities. Supervisors, team leaders and facilitators develop
operational plans to support tactical plans. Operational plans can be a
single-use plan or an ongoing plan. Single-use plans apply to
activities that do recur or repeat. A one-time occurrence, such as a
special sales program, is a single-use plan because it deals with who,
what, where, how and how much of an activity. A budget is also a
 single-use plan because it predicts sources and amounts of income and
how much they are used for a specific project. Ongoing plans are
usually made once and retain their value over a period of years while
undergoing periodic revisions and updates.

2. (c) Discuss advantages and disadvantages of management by

objective.

Advantages and Disadvantages of Management By Objectives

Management by objectives (MBO) can also be referred as Management by

Results or Goal Management, and is based on the assumption that
involvement leads to commitment and if an employee participates in goal
setting as well as setting standards for measurement of performance
towards that goal, then the employee will be motivated to perform better
and in a manner that directly contributes to the achievement of
organizational objectives.

Advantages of Management by Objectives

 Since Management by objectives (MBO) is a result-oriented process

and focuses on setting and controlling goals, if encourages managers
to do detailed planning.
 Both the manager and the subordinates know what is expected of
them and hence there is no role ambiguity or confusion.

 The managers are required to establish measurable targets and

standards of performance and priorities for these targets. In addition,
the responsibilities and authority of the personnel is clearly
established.
  It makes individuals more aware of the company goals. Most often the
subordinates are concerned with their own objectives and the
environment surrounding them. But with MBO, the subordinates feel
proud of being involved in the organizational goals. This improves
their morale and commitment.

 Management by objectives (MBO) often highlights the area in which

the employees need further training, leading to career development.

 The system of periodic evaluation lets the subordinates know how well
they are doing. Since MBO puts strong emphasis on quantifiable
objectives, the measurement and appraisal can be more objective,
specific and equitable.

 It improves communication between management and subordinates.

Disadvantages of Management by Objectives

 MBO can only succeed if it has the complete support of the top
management.
 Management by Objectives (MBO) may be resented by subordinates.
They may be under pressure to get along with the management when
setting goals and objectives and these goals may be set unrealistically
high. This may lower their morale and they may become suspicious
about the philosophy behind MBO. They may seriously believe that
MBO is just another of the management’s ploys to make the
subordinates work harder and become more dedicated and involved.
The emphasis in the MBO system is on quantifying the goals and
objectives. It does not leave any ground for subjective goals. Some
areas are difficult to quantify and even more difficult to evaluate.
 There is considerable paperwork involved and it takes too much of the
manager’s time. Too many meetings and too many reports add to the
manager’s responsibility and burden. Some managers may resist the
program because of this increased paperwork.

 The emphasis is more on short-term goals. Since the goals are mostly
quantitative in nature, it is difficult to do long-range planning because
all the variables affecting the process of planning cannot be accurately
forecast due to the constantly changing socio-economic and
technological environment which affect the stability of goals.

 Most managers may not be sufficiently skilled in interpersonal

interaction such as coaching and counseling, which is extensively
required.

 The integration of MBO system with other systems such as forecasting

and budgeting etc., is very poor. This makes the overall functioning of
all systems mare difficult.

 Group goal achievement is more difficult. When the goals of one

deportment depend on the goals of another department, cohesion is
more difficult to obtain. For example, the production department
cannot produce a set quota if it is not sufficiently supplied with raw
materials and personnel.

3. (a) Describe differences between manager and leader.

Difference between Manager and Leader

 The main difference between leaders and managers is that decision
making is the process of making choices by identifying a decision, gathering
information, and assessing alternative resolutions. Using a step-by-step
decision-making process can help you make more deliberate, thoughtful
decisions by organizing relevant information and defining alternatives.
Leaders have people follow them while managers have people who work for
them. A successful business owner needs to be both a strong leader and
manager to get their team on board to follow them towards their vision of
success.

The words “leader” and “manager” are often used interchangeably, while a
leader encourages them. A manager accepts the status quo, while a leader
challenges it. A leader has people follow her, whereas a manager has
people answer to her. Personally, I feel it comes down to motivation, vision
and communication. Let me explain. In any organization or group setting,
there are individuals that other people seem to just gravitate toward. These
people tend to have great motivation, a clear and positive vision and are
very good at communicating.

There is a common quote you may have heard previously about the
difference between manager and leader; “Managers have subordinates,
leaders have followers”.

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Measure and improve your employee satisfaction, and increase team morale.
Leaders tend to have charismatic personalities, are regularly positive and
focused on ensuring the people around them understand the vision and
embrace it. Whereas, managers tend to have a vision, and tell people to
either agree with it, or get out. In my opinion, a great manager also has
leadership skills. They are able to establish a vision within the overall goals
of the organization, and encourage employees to work together as a unit to
reach toward that vision.

Interestingly, whilst great managers have leadership skills, it doesn’t mean

that all leaders are in a management role. I’m sure you have probably
witnessed this yourself; a colleague who everyone, including their direct
manager, probably follows, more than the other way around.

You can be both a manager and a leader, or one or the other. When you are
in ‘management mode’ you are working towards the short term goals and
objectives. When in ‘leadership mode’ you are envisioning a vision of the
future, and laying out the groundwork of influencing others to join you in
heading towards that future.

Just look at the original English meanings of the words manage and lead;

 To manage means to handle, which implies a high degree of direct

involvement.
 To lead means to go before and prepare the way.

Managers supervise staff in the day-to-day operations of an organization,

whereas Leaders create change within organizations and inspire others
towards greatness.

Management is doing things right; leadership is doing the right things.

5 Ways to be a Leader, Not a Manager

In an article about leadership qualities, as stating that a leader has five

unique qualities, which are;

1. Listen more and speak less.

2. Consensus is good but… direction and decisiveness create action.
 3. Anyone can identify a problem. A leader is part of the solution.

4. Apologize publicly and gloat privately.

5. Give the hard message.

7 Things Great Leaders Always Do

In an article on outlines seven differences that he sees between leaders and

managers. They are;

1. A great leader connects daily work with great goals. A mere manager
focuses only on the short-term.

2. A great leader thinks of people as people. A mere manager sees only

titles or organizational charts.

3. A great leader wants to earn respect. A mere manager wants to be

liked.

4. A real leader is thrilled when team members achieve great things. A

mere manager is threatened.

5. A great leader empowers people with honesty and transparency. A

mere manager parcels out information as if it costs him personally.

6. A great leader understands that if the team falls short, he is

responsible. A mere manager blames the team.

7. A great leader cares mainly about results. A mere manager is more

concerned with process.

No matter what personality elements you feel make the difference between
a leader and a manager, we tend to all strive towards becoming a leader.
I decided rather than call the user role for those who receive the employee
engagement reports as ‘Managers’, rather we would call them ‘Leaders’. The
way I see it is that if you are keen to collect feedback from your team, and
run an open, honest and inclusive team, you are likely to be more on the
leader end of the spectrum, rather than just a ‘mere manager’.

Here are a few personality traits that I see great leaders display in their
work and interactions;

1. Leaders give freely

2. Leaders are open and transparent

3. Leaders encourage others to do better

4. Leaders take responsibility

5. Leaders never give up

Managers Leaders
(1) A manager is more than a leader. Hence, (1) A leader need not be a manag
management is wider term. a narrow term.
(2) A manager fits well in an organized structure. (2) A leader may also be in an info
(3) A leader exerts influence on pe
(3) A manager exercises different functions of voluntarily
management of management to achieve group achieve group goals. A leader p
goals. Therefore, a manager performs the one
functions of management in a more holistic aspect of the various Managem
manner. that
is, directing.
(4) The authority of a manager stems from his/her
positional role, that is, it is delegated from the (4) A leader earns his/her author
top his/her skills, knowledge and
management.
(5) To be successful as a manager, one has to be a
(5) Leaders need not be managers
good leader.

3. (b) Discuss any two management style and describe how these
can impact on organizational behavior.

Two Management Style

“Management styles are characteristic ways of making decisions and

relating to subordinates. Managers have to perform many roles in an
organization and how they handle various situations will depend on their
style of management. A management style is an overall method of
leadership used by a manager. Depending on the author, management
styles have been categorized into two main contrasting styles are
autocratic and permissive or democratic”. There are two sharply
contrasting styles that will be broken down into smaller subsets later

Each style has its own characteristics:

Autocratic: Leader makes all decisions unilaterally.

Permissive: Leader permits subordinates to take part in decision making

and also gives them a considerable degree of autonomy in completing
routine work activities.
Combining these categories with democratic (subordinates are allowed to
participate in decision making) and directive (subordinates are told exactly
how to do their jobs) styles gives us four distinct ways to manage:

Directive Democrat: Makes decisions participatively; closely supervises

subordinates.

Directive Autocrat: Makes decisions unilaterally; closely supervises

subordinates.

Permissive Democrat: Makes decisions participatively; gives subordinates

latitude in carrying out their work.

Permissive Autocrat: Makes decisions unilaterally; gives subordinates

latitude in carrying out their work.

Impact on Organizational Behavior

The way your employees behave at work will differ from their behavior as
individuals in a social setting. A variety of factors influence organizational
behavior, including the company's structure, policies and procedures,
management effectiveness and interactions between colleagues. All of these
elements can inspire employees to work harder or contribute to
disengagement. By understanding how to get the best out of your
employees, your company can become more productive and competitive.

Culture

When new employees join your company, the way they behave is influenced
by the organizational culture. People are social beings and strive to fit in to
the environment around them. If your company culture encourages
employees to speak up without fear of reprisal, new employees will gain
confidence in expressing their ideas, whereas if the culture is to shoot the
messenger, new employees will soon learn to keep their opinions to
themselves. You can influence company culture by being clear about your
vision and values and putting them into practice on a daily basis.

Motivation

While the need to earn a salary ensures people will show up for work,
organizational behavior suggests that employees need to be motivated to
perform to the best of their ability. Employees are most likely to be
motivated when they see a clear link between the effort they put in and the
reward that they receive. Rewards must be seen as fair and equitable in
order to inspire employees to work hard. Managers can motivate employees
by setting realistic, achievable goals and measuring attainment.
Achievement of these goals should be rewarded, either through recognition
from the manager or financially.

Decision Making

Whether at the organizational or individual level, decisions are made by

human beings. Organizational behavior influences the decisions that people
make. Companies with robust, effective communication mechanisms enable
managers and employees to make informed decisions, because they
understand the business context. The organization's approach to risk will
determine the extent to which managers and employees feel comfortable
taking risks in their decision making. Innovation and creativity are more
likely to be stimulated in organizations that encourage informed risk-taking.

Change Management

All companies must respond to changing markets, technical advances and

customer demands if they are to survive. However, employees often prefer
the familiar ways of doing business, making it difficult for them to change
and adapt. Companies can manage change effectively by understanding
organizational behavior. The need for change should be openly discussed,
with the opportunity for employees to ask questions. Managers must be seen
to buy in to the change. Key employees who may be resistant to change
should be sought out and persuaded of the benefits of change.

3 (c) Discuss any two leadership style and suggest suitable

leadership theory for the development of your organization.

Two Leadership Style

People have a boss or coach they remember. The reason could be the person
was a candidate worthy of a film villain role. Or, it could be because that
person helped move an organization forward in unanticipated ways. One of
the reasons for a memorable boss could the person's leadership style. These
leadership style are transactional and transformational leaders.

Transactional Leaders

The transactional leadership style requires hard lines between leaders and
followers. This type of leader focuses on exchanges of benefits or
transactions with subordinates. Transactional leaders believe people are
motivated by rewards and punishment. To a transactional leader, the
promise of reward drives followers to reach their maximum potential.

Transformational Leaders
Transformational leaders view themselves as social engineers in some ways.
They seek to make changes and improvements in individuals and social
systems. This type of leader enjoys assessing the strengths and weaknesses
of followers and using that information to help them achieve their best. The
transformational leader also identifies with followers and derives inspiration
from interactions with subordinates.

Leadership theory for the development of your organization

Organizational leadership requires developing an understanding of your own

worldview as well as the worldviews of others. Worldview is a composite
image created from the various lenses through which individuals view the
world. It is not the same as identity, political stance, or religious viewpoint,
but does include these things. It incorporates everything an individual
believes about the world, combining the tangible and the intangible. An
individual’s worldview is defined by that individual’s attitudes, opinions,
beliefs, and the outside forces the individual allows to influence them.
Worldview is the “operating instructions” for how the individual interfaces
with the world. One who does not take into consideration how individuals
interface with the world is in a much weaker position to lead these
individuals. Furthermore, organizational leadership requires an
understanding of the composite worldview of the organization, which
consists of the many diverse and sometimes conflicting worldviews of the
individuals within that organization.

Strengths

Successful leadership requires capitalizing on strengths and managing

around weaknesses. Strength can be defined as consistent, near perfect
performance in an activity. An individual should perform an activity at
around a 95% success rate in order to consider their performance of that
 activity a strength. Strength is not necessarily the same as ability: an ability
is a strength only if you can fathom yourself doing it repeatedly, happily,
and successfully. The building blocks of strengths are:

 Talents – naturally recurring patterns of thought, feeling, or behavior

 Knowledge – facts and lessons learned

 Skills – the steps of an activity

Developing strength in any activity requires certain natural talents. Although

it is occasionally possible to build a strength without acquiring the relevant
knowledge or skills, it is never possible to possess a strength without the
requisite talent. The key to building a bona fide strength is to identify your
dominant talents and then refine them with knowledge and skills.

One need not have strength in every aspect of a role in order to excel in that
role. That excellent performers must be well rounded is a pervasive myth.
Excellent performers are rarely well rounded; on the contrary, they are
sharp. One will excel only by maximizing one’s strengths, never by fixing
one’s weaknesses. Excellent performers find ways to manage around their
weaknesses, freeing them to hone their strengths to a sharper point.
Excellent performers do not ignore their weaknesses; they work on them
just enough so that they do not undermine strengths.

Ethics

Organizational leadership requires ethics. Ethics aids leaders in balancing

truth and loyalty, individuals and communities, short-term and long-term,
and justice vs. mercy. Ethics is not an inoculation or a compromise. It is a
process and a lens by which leaders approach a problem situation. Ethics call
on us to be impartial, yet engaged. Effective leaders utilize ethics to look for
the “hidden alternative” in ethically questionable situations. It is the
 compass by which leaders navigate not only right vs. wrong, but also right
vs. right.

Communication

Communication is a tool for individuals to interface with one another, with

groups, and with the rest of the world. It is not a text, email, phone call, or
personal visit: these are methods/mediums of communication. Effective
communication requires an understanding of the VABEs (Values,
Assumptions, Beliefs, expectations) of those whom with we communicate.
Understanding someone’s worldview and VABEs enables leaders to
acknowledge but look past differences, focus on areas of agreement, and to
effectively listen for and hear the messages of others. Leaders are able to
move beyond communication barriers (appearance, vocabulary, stutter, lisp,
accent, etc) and focus on the message of the speaker.

Leadership

It is often the case that people don’t want to be leaders for fear of rejection.
Leaders are able to rise above this natural fear and lead by the example of
adding value to an organization. Managers and leaders are not the same.
Leaders possess strategic thinking and not only an understanding of the
vision of an organization, but also the ability to effectively carry out and
communicate that vision. Anyone, anywhere, at any level can be a leader.
The cornerstones of leadership are:

 Truth telling
 Promise keeping

 Fairness

 Respect for the individual

 These four cornerstones combined will determine how the individual leader is
perceived by others, and in the case of organizational leadership, perception
is reality for all effective purposes. A manager may have been delegated
responsibility over many individuals, but in failing to exhibit the cornerstones
of leadership or not possessing the requisite strength, ethics,
communication, or grasp of worldviews, that manager is not a leader. In fact
that manager may very well manage a leader who does possess leadership
traits. A simple test of leadership is to “look behind yourself, do you see
anyone following you?” If you do not, you are not a leader!

While there are many theories of leadership, Douglas McGregor, a social

psychologist and Management Professor at MIT, identified two prominent
management approaches/theories which he coined as “Theory X” and
“Theory Y”:

 Theory X – “Hell or high water, we’re going to get it done!” Assumes

that workers are largely motivated by the lower order needs of Maslow’s
hierarchy (physiological and safety needs) and that effective management
requires strict and often punitive micromanagement.
 Theory Y – “I need your help…how are we going to do this?” Assumes
that workers are largely motivated by higher order needs of Maslow’s
hierarchy (belonging, esteem and self-actualization) and that effective
management requires creating the right conditions and organizational
culture which motivates workers to pursue those needs by adding value to
the organization.

Effective leaders identify the appropriate leadership theory for a given

situation. In some instance a leader may use a combination of Theories X
and Y. This determination is context sensitive. Consider the following levels
of James G. Clawson's “Level Three Leadership” and associated tactics:
 One – visible behavior: Orders, commands, threats, intimidation,
incentives, bonuses. This level is purely theory X.
 Two – conscious thought: Arguments, rationale, data, citations,
references, evidence, Manipulation. This level can be a combination of
theories X and Y.

 Three – VABEs: Visioning, purpose definition, honesty, openness,

emotional storytelling, anecdotes, tender emotions. This level is purely level
Y.

Leaders may employ various methods of leadership. Some of the more

important methods are:

 Model the way (set the example)

 Share your vision (enlist others)

 Challenge the process (look for ways to grow)

 Enable others to act (empowerment)

 Set goals/build trust (direction)

 Encourage the heart (positive reinforcement)

Key takeaways

Successful organizational leadership includes:

 Working to understand the worldviews of others

 Recognizing and develop your own strengths

 Looking for the “hidden alternative”

 Focusing on the message, not the messenger

 Appealing to the VABEs of others

 Applying the appropriate theories and methods of leadership to a given
situation

4. (a) Briefly discuss importance of employees’ motivation and job

satisfaction.

When looked upon the first time, the link between employee motivation and
performance seems to be quite obvious. That’s because every time when we
deem a task to be important and valuable to us, we act with a high level of
dedication and enthusiasm to its completion. However, the relationship
between these two things is in fact a lot more complex. Realistically
speaking, the duties we have at work can be most of the time tedious,
repetitive and quite boring. Most of us don’t go to work excited that we’re
going to have another day in which we’ll respond to dozens of emails,
complete a pile of Excel spreadsheets, or other tasks which fall into the
dullness category.

With that in mind, managers need to find creative ways in which to

consistently keep their employees motivated as much as possible. Motivation
is highly important for every company due to the benefits that it’s able to
bring. Such benefits include:

Human Capital Management – a company can achieve its full potential

only by making use of all the financial, physical, and human resources that it
has. It is through these resources that the employees get motivated to
accomplish their duties. This way, the enterprise begins to glisten as
everyone is doing their best to fulfill their tasks.

Meeting Personal Goals Help an Employee Stay Motivated and Feel

About Themselves to Continue to Produce – Motivation can facilitate a
worker reaching his/her personal goals, and can facilitate the self-
development of an individual. Once that worker meets some initial goals,
they realize the clear link between effort and results, which will further
motivate them to continue at a high level. This relates closely to…

Greater Employee Satisfaction – Worker satisfaction is important for

every company, as this one factor can lead towards progress or regress. In
the absence of an incentive plan, employees will not fill ready to fulfill their
objectives. Thus, managers should seek to empower them through
promotion opportunities, monetary and non-monetary rewards, or
disincentives in case of inefficient employees.

Raising Employee Efficiency– An employee’s efficiency level is not strictly

related to his abilities and qualifications. In order to get the very best
results, an employee needs to have a perfect balance between ability and
willingness. Such balance can lead to an increase of productivity, lower
operational costs, and an overall improvement in efficiency, and can be
achieved only through motivation.
A Higher Chance of Meeting the Company’s Goals – Any enterprise has
its goals, which can be achieved only when the following factors are met:

– There is a proper resource management

– The work environment is a cooperative one

– All employees are directed by their objectives

– Goals can be reached if cooperation and coordination are fulfilled at once

through motivation

Better Team Harmony – A proper work environment focused on

cooperative relationships is highly important for an organization’s success.
Not only that it can bring stability and profits, but employees will also adapt
more easy to changes, fact which is ultimately in the company’s benefit.

Workforce Stability – Stability of the personnel is highly important from a

business point of view. The staff will stay loyal to the enterprise only they
meet a sense of participation within the management side. The abilities and
potency of staff can be used in their own advantage, but also in the benefit
of the company. This may cause an honest public image within the market
which can attract competent and qualified individuals into the business.

With all that said, it’s important also to point out that motivation is an
interior feeling which should target both the manager and the team
members, as they can interact and feed off each other, motivationally
speaking. Needs, wishes and desires are interrelated, representing the thrust
to act. These wants should be understood by the manager and he/she
should formulate and frequently update comprehensive motivation
strategies.

If you wish to inspire your personnel, then you need to provide an

environment that exudes positive energy. Ensure that all your workers feel
that they are an integral contributor to the overall team success. Keep your
workplace doors open and keep yourself approachable, and encourage all of
your managers to try and be constant. The additional positive of the
surroundings, the additional empowering and greater employees’
productivity are the basic elements that will get your business to the top.
This is why employee motivation is so important. Related information is
available on employee training software page. Enjoy your readings.

Job Satisfaction

Job satisfaction or employee satisfaction has been defined in many

different ways. Some believe it is simply how content an individual is with
his or her job, in other words, whether or not they like the job or individual
aspects or facets of jobs, such as nature of work or supervision.

• Others believe it is not as simplistic as this definition suggests and

instead that multidimensional psychological responses to one's job are
involved.
• Researchers have also noted that job satisfaction measures vary in the
extent to which they measure feelings about the job (affective job
satisfaction).

• Cognitions about the job (cognitive job satisfaction).

• The concept of job satisfaction has been developed in many ways by

many different researchers and practitioners. One of the most widely
used definitions in organizational., who defines job satisfaction as "a
 pleasurable or positive emotional state resulting from the appraisal of
one's job or job experiences"

• Others have defined it as simply how content an individual is with his

or her job; whether he or she likes the job or not.
• It is assessed at both the global level (whether or not the individual is
satisfied with the job overall), or at the facet level (whether or not the
individual is satisfied with different aspects of the job)

Appreciation, Communication, Coworkers, Fringe benefits, Job conditions,

Nature of the work, Organization, Personal growth, Policies and procedures,
Promotion opportunities, Recognition, Security, and Supervision. A more
recent definition of the concept of job satisfaction, who have noted that job
satisfaction includes multidimensional psychological responses to an
individual's job, and that these personal responses have cognitive
(evaluative), affective (or emotional), and behavioral components. Job
satisfaction scales vary in the extent to which they assess the affective
feelings about the job or the cognitive assessment of the job. Affective job
satisfaction is a subjective construct representing an emotional feeling
individuals have about their job.

Job satisfaction can also be seen within the broader context of the range of
issues which affect an individual's experience of work, or their quality of
working life. Job satisfaction can be understood in terms of its relationships
with other key factors, such as general well-being, stress at work, control at
work, home-work interface, and working conditions. A study title "Analysis of
Factors Affecting Job Satisfaction of the Employees in Public and Private
Sector", in India concluded that in India Employees tend to love their job if
they get what they believe is an important attribute of a good job.
Weightage factor of each such attribute based on exhaustive survey has
been calculated. Region, sector and gender wise study of job satisfaction has
provided consistent picture with respect to distribution of data set analyzed
showed that most of the employees in Indian industry are not satisfied with
their job except for a few like male in commerce sector and female in
education sector. Total job satisfaction level of males is found to be higher
than that of woman. Total job satisfaction level in manufacturing sector is
found to be very low.

4. (b) Discuss how effective control can improve organizational

performance.

The management of any organization must develop a control system tailored

to its organization's goals and resources. Effective control systems share
several common characteristics. These characteristics are as follows:
 A focus on critical points. For example, controls are applied where
failure cannot be tolerated or where costs cannot exceed a certain
amount. The critical points include all the areas of an organization's
operations that directly affect the success of its key operations.

 Integration into established processes. Controls must function

harmoniously within these processes and should not bottleneck
operations.

 Acceptance by employees. Employee involvement in the design of

controls can increase acceptance.

 Availability of information when needed. Deadlines, time needed

to complete the project, costs associated with the project, and priority
needs are apparent in these criteria. Costs are frequently attributed to
time shortcomings or failures.
  Economic feasibility. Effective control systems answer questions
such as, “How much does it cost?” “What will it save?” or “What are
the returns on the investment?” In short, comparison of the costs to
the benefits ensures that the benefits of controls outweigh the costs.

 Accuracy. Effective control systems provide factual information that's

useful, reliable, valid, and consistent.

 Comprehensibility. Controls must be simple and easy to understand.

Prominent Organizational Performance Improvement Models

(Systems)

The following descriptions are general and brief. Follow the link to get more
information about each of the approaches. There certainly are other
approaches than those listed below for a planned, comprehensive approach
to increasing organizational performance. It may very well be that the vast
majority of approaches used in organizations are highly customized to the
nature of the organizations, and therefore not publicized or formalized in
management literature.

Balanced Scorecard: Focuses on four indicators, including customer

perspective, internal-business processes, learning and growth and financials,
to monitor progress toward organization's strategic goals

Benchmarking: Using standard measurements in a service or industry for

comparison to other organizations in order to gain perspective on
organizational performance. For example, there are emerging standard
benchmarks for universities, hospitals, etc. In and of itself, this is not an
overall comprehensive process assured to improve performance, rather the
results from benchmark comparisons can be used in more overall processes.
Benchmarking is often perceived as a quality initiative.
Business Process Reengineering: Aims to increase performance by radically
re-designing the organization's structures and processes, including by
starting over from the ground up.

Continuous Improvement: Focuses on improving customer satisfaction

through continuous and incremental improvements to processes, including
by removing unnecessary activities and variations. Continuous improvement
is often perceived as a quality initiative.

Cultural Change: Cultural change is a form of organizational transformation,

that is, radical and fundamental form of change. Cultural change involves
changing the basic values, norms, beliefs, etc., among members of the
organization.

Knowledge Management: Focuses on collection and management of critical

knowledge in an organization to increase its capacity for achieving results.
Knowledge management often includes extensive use of computer
technology. In and of itself, this is not an overall comprehensive process
assured to improve performance. Its effectiveness toward reaching overall
results for the organization depends on how well the enhanced, critical
knowledge is applied in the organization.

Learning Organization: Focuses on enhancing organizations systems

(including people) to increase an organization's capacity for performance.
Includes extensive use of principles of systems theory. In and of itself, this
is not an overall comprehensive process assured to improve performance.
Its effectiveness toward reaching overall results for the organization depends
on how well the enhanced ability to learn is applied in the organization.

Management by Objectives (MBO): Aims to align goals and subordinate

objectives throughout the organization. Ideally, employees get strong input
to identifying their objectives, time lines for completion, etc. Includes
ongoing tracking and feedback in process to reach objectives. MBO's are
often perceived as a form of planning.

Outcome-Based Evaluation (particularly for nonprofits): Outcomes-based

evaluation is increasingly used, particularly by nonprofit organizations, to
assess the impact of their services and products on their target
communities. The process includes identifying preferred outcomes to
accomplish with a certain target market, associate indicators as measures
for each of those outcomes and then carry out the measures to assess the
extent of outcomes reached.

Program Evaluation: Program evaluation is used for a wide variety of

applications, e.g., to increase efficiencies of program processes and thereby
cut costs, to assess if program goals were reached or not, to quality
programs for accreditation, etc.

Strategic Planning: Organization-wide process to identify strategic direction,

including vision, mission, values and overall goals. Direction is pursued by
implementing associated action plans, including multi-level goals, objectives,
time lines and responsibilities. Strategic planning is, of course, a form of
planning.