HND – Final Revision

1. Lim SeiKee @ cK HND – Final Revision

2. 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. 3 Sections • A – MCQ • [20 marks] • B – Case Study • [20 marks] • C- Structured Questions [CHOOSE 3 out of 6] • [60 marks]

4. SECTION A • MCQ

5. 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

6. 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

7. 2. Which of the following would be classified by Herzberg as a hygiene factor? • A. Company policy • B. Promotion • C. Achievement • D. Personal growth

8. 2. Which of the following would be classified by Herzberg as a hygiene factor? • A. Company policy • B. Promotion • C. Achievement • D. Personal growth

9. 3. Surveys, suggestion boxes, and employee newsletters are considered to be ______________ types of communication. • A. Downward • B. Grapevine • C. Lateral • D. Upward

10. 3. Surveys, suggestion boxes, and employee newsletters are considered to be ______________ types of communication. • A. Downward • B. Grapevine • C. Lateral • D. Upward

11. 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

12. 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

13. 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

14. 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

15. SECTION B • CASE STUDY

16. SECTION C • Structured Qs

17. 1. People and organization Basic OB Model Levels of Analysis. • Individual level of analysis • Group level of analysis • Organization level of analysis Organization Systems Level Group Level Individual Level

18. 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.

19. 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)

20. 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.

21. 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.

22. 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

23. 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

24. Abraham Maslow’s Hierarchy of Needs

25. Hierarchy of Needs Theory – Abraham Maslow • Physiological • Security • Social or affiliation • Esteem • Self-actualization

26. 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

27. Nonverbal Communication • Body Movement • Intonations and Voice Emphasis • Facial Expressions • Physical Distance between Sender and Receiver

28. Oral communication Advantages ?? • 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

29. Barriers to effective communication • Filtering • Selective perception • Information overload • Emotions • Language • Communication Apprehension

30. 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

31. MANAGERS LEADERS Focus on people Do the right things Inspire Influence Motivate Build Shape entities • Focus on things • Do things right • Plan • Organize • Direct • Control • Follows the rules

32. “Leaders are the primary determinant of an organization’s success or failure.” • Do you agree or disagree with this statement?

33. 5. • Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives FORMAL GROUPS A designated work group defined by the organization structure INFORMAL GROUPS Appears in response to the need for social contact

34. Five stage group development

35. 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

36. 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

37. 6. • A structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and a little formalization.

38. Simple structure • Strength • Fast, flexible and accountability is clear • Weakness • As organization grows, it become inadequate

39. Contrasting Spans of Control

40. How to design a proper organizational structure?

41. 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

42. Do Organizations Have Uniform Cultures?

43. How to sustain culture? • Selection • Top Management • Socialization

44. Can culture be copied? • Stories • Rituals • Material Symbols • Language

45. Creating a Customer-Responsive Culture • HOW? • The types of employees hired by the organization. • Low formalization: the freedom to meet customer service requirements. • Empowering employees with decision-making discretion to please the customer. • Good listening skills to understand customer messages. • Role clarity that allows service employees to act as “boundary spanners.” • Employees who engage in organizational citizenship behaviors.