Understanding the course content(Has student done sufficient reading) | | | | | | Applying appropriate theory concepts (Demonstrating insight & understanding reason, identify, interpret concepts and theory in own words, infer, make comparisons discuss, differentiate, make comparisons) | | | | | | Analysing and evaluating the case (Evaluate facts and information, critique, justify, motivate assertions, comments, contrast, resolve issues/problems,propose solutions) | | | | | | Conclusions, recommendations,Lessons to be learnt, application to reality | | | | | | Technical presentation, executive summary, syntax, illustrations, references & summary, language, bibliography | | | | | | Self Evaluation and Critical Cross Field Questionnaires | | | | | | Lecturer’s Comments: Self-Assessment: Critical Cross-Field Outcomes (CCFO’S)The following questions should be answered in no more than 100 words per question at the after you have completed your assignment and together with the Self Evaluation is worth 10% of the final mark. Study the critical outcomes below and then rate yourself (in your role as an aspiring MBA graduate, in terms of your ability to demonstrate these behaviours).
Use the scale provided below by highlighting the number: Score Performance level 3 Outstanding performance 2 Standard performance 1 Unacceptable performance| Identify and solve problems in which responses display that responsible decisions using critical and creative thinking have been made (e. g. insight, problem-solving)| 1 2 3| Work effectively with others as a member of a team, group, organisation (e. g. liaising with staff members to get info)| 1 2 3| Organise and manage oneself and one’s activities responsibly and effectively (e. g. punctuality, working independently, planning)| 1 2 3| Collect, analyse and critically evaluate information (e. g. btaining the relevant info needed, displaying the ability to analyse info and be critical to suggest improvement)| 1 2 3| Communicate effectively using visual, mathematical and/or language skills in oral and written persuasion (e. g. writing skills, communicating verbally, doing presentations)| 1 2 3| Use science and technology effectively and critically, showing responsibility toward the environment and health of others (e. g. adopting a professional and scientific approach to organisational practices, safety awareness, use of technology such as computers or technical equipment in conducting career-related activities)| 1 2 3| Explore various learning and development strategies, apply the most appropriate one and evaluate the effectiveness of the learning and development strategy applied (e. g. ontinued professional development strategies)| 1 2 3| Demonstrate acceptable employment advancement skills associated with an MBA, using all of the theoretical principles and reflecting on the effectiveness of such applications – What has your MBA done for other today? | 1 2 3| Apply your occupational expertise/competence along with world class practices in the MBA field within the organisation and local community, showing understanding and sensitivity for diversity| 1 2 3| Self-Evaluation The following questions should be answered in no more than 100 words per question at the after you have completed your assignment and is worth 10% of the final mark. There are no rights or wrong answers – it is about your reflective skills and self-awareness. These questions will assess your achievement of the outcomes and your use and/or development of specific competencies.
Type tour answers in the spaces below the questions (1) Why did you assign this mark in your self-evaluation? What mark do you think you should get for the assignment? Where in your assignment (sections, aspects) did you perform at your best? And at your worst? 70% (2) Did you find the prescribed material useful? -Yes (3) Did you use additional sources? If your answer is “yes”, describe or name these sources. -Yes (4) How much time did you spend on the assignment? –Three weeks (5) How relevant are the sources provided for this paper to the realities, for example, of Organisational Behaviour in the South African context? 2. BROOKS,I.. 2003. Organisational behaviour, 2nd Ed, 6) Which competencies, areas of knowledge, skills and other qualities did you need to complete this assignment? Practice what have I learned through this exercises (7) Did completing this assignment and consulting the relevant sources improve your competence as a human resources practitioner/investor/analyst? Name a few competencies that you think should be developed further. Yes- Managing diversity, Team work, personality evaluation and organisation effectiveness (8) Did the assignment tasks add value to the application of your knowledge and skills in the workplace? Please explain the application value. Understanding of how organisational behaviour can impact our daily working life 9) What aspects of the course, study material and your learning experience would you like to improve? How? Communication and interpersonal skills, diversity management (10) How would you describe the quality of the learning material (tutorial letter, study guide, prescribed book)? – well-structured, relevant and detailed . (11) Do the assignment tasks reflect the learning outcomes? -Yes (12) Was the lecturer and administrative support of an expected standard? Please elaborate. , Reliable and available when needed EXECUTIVE SUMMARY An Organization by its nature comprises of individuals who are arranged in some way in order to achieve certain objective.
Individual are the basic building material around the organization functions and an understanding of individual behaviour is an essential prerequisite to the exploration of how individual work in group and how the organization its self-behaves Organisational behaviour the study of human behaviour in organisation contexts with a focus on individual and group processes and actions, it involves an exploration of organizational and managerial processes in the dynamic context of the organization and its primary concerned with the human implication. Attitudes have a key bearing on how an individual functions within the organization, particularly as these attitudes may be reflected in positive or negative behaviour and some influenced by the organization itself In Bob Knowlton case study, DR. Jerrold hired Simon Fester to work at the lab with Bob Knowlton, Fester was a very smarter individual; he had extensive knowledge in data analysis and excellent problem solving skills. Fester was very sharp and competent and had solved some old problems and not afraid to expose his knowledge but he had very poor people skills with the rest of the staffs.
He undermined their previous work and indicated that their level of thoughts were inferior. Bob felt insecure because Fester was very erudite and he elevated the scale of their work. Bob thought his leadership role had been compromised. Bob also felt inadequate and less of a leader when Fester presented a successful presentation in front of the sponsors and Dr. Jerrold. With Fester’s mannerism and Bob’s insecurities, they found their working relationship challenging which ultimately resulted in Bob early resignation. TABLE OF CONTENTS PAGES 1. INTRODUCTION: 7 Part A 1. Organisational Behaviour and why it is essential that managers have an understanding of the subject 8 2. Skills9 3.
Ability9 4. Competency9 5. Diversity10 6. Personality10 7. Attitude 10 8. Belief11 9. Job satisfaction11 10. Organizational culture and climate11 Part B: Bob Knowlton Case study 11. List of problem statement12 12. The personality of Bob Knowlton, Fester, and Dr. Jerrold13-14 13. Advised to Dr. Jerrold to do to fix his department15 14. SUMMARY & CONCLUSION16-17 15. REFERENCE LIST18 16. 1. INTRODUCTION: Organisational Behaviour is the study of individuals and their behaviour within the context of the organization in a workplace setting. It is an interdisciplinary field that includes sociology, psychology, communication and management.
And concerned with what people do in an organisation and how that behaviour affects the performance of the organisation and also focus on improving productivity and job satisfaction. Managers who understand organisational behaviour are better prepared to know what to look for in the work situations, to understand what they find, and to take (or help others to take) the required actions. To be effective a manager needs to understand the people that they rely on for the performance of the organisation The Bob Knowlton case study, Dr.. Jerrold hired Simon Fester to work at the lab with Bob Knowlton. Fester was more capable, idealistic and intelligent than Bob and his team in many aspects, and Bob began to feeling insecure and threatened by Fester‘s presence.
The above situation leads these problems at Simmons Laboratory: •Lack of diversity management with the group •Confusion over group roles and deteriorated group communication •Lack of group cohesion •Lack of group leadership Bob and Fester found their working relationship challenging which resulted in Bob’s early resignation 2. Part A 1. Organisational Behaviour and why it is essential that managers have an understanding of the subject? According to Robbins and Timothy (2013:44), Organisational behaviour is a field of study that investigates the impact that individuals, groups and structure have on behaviour within organisations for the purpose of applying such study towards improving organisational effectiveness.
According to Robert and Andelo (1995:13), Organisational behaviour is an interdisciplinary field that to better understanding and managing people at work. This means organisation behaviour concerned with what people do in an organisation and how that behaviour affects the performance of the organisation and also focus on improving productivity and job satisfaction. The major benefits from understanding organisational behaviour are * It provide important insight into helping managers to both deal with and learn from their workplace experiences, and to understand the dynamics of continuous behavioural changes * Stimulate employee’s creativity and innovation Provide guidance in helping managers to create culture in which employees are friendly, accessible and knowledgeable * Enhance employee performance, motivation and job satisfaction Managers who understand organisational behaviour are better prepared to know what to look for in the work situations, to understand what they find, and to take (or help others to take) the required actions. To be effective a manager needs to understand the people that they rely on for the performance of the organisation 2. Skills versus ability versus competency 3. 1. Skills According to Robert and Andelo (1995:94), Skills is the specific capacity to physically manipulating objects. Skill can be learn through formal or informal 3. 2. Ability According to Robbins and Timothy (2013:86), Refers ability to an individual’s capacity to perform the various tasks in a job, It is a current assessment of what one can do and overall abilities are made up of two sets of factors: intellectual and physical.
According to Jerald and Robert (1995:127), Abilities is mental and physical capacities to perform various task From the above definition Ability can be refers as stable characteristic responsible for a person’s maximum as opposed to typical- performance on mental and physical tasks, and Reflects a person’s existing capacity to perform the various tasks needed for a given job, 3. 3. Competency Competency related to the aptitudes and abilities of person at work, and individual technical and interpersonal knowledge and skills, competency characteristic among individual consist of aptitude and ability Different between the following terms Skill is learning, Ability is doing, Competency is experience 3. 4. Diversity According to Robert and Andelo (1995:54), Diversity- represents the multitude of individual differences that make people different from each other, According to Robbins and Timothy (2013:90), diversity the extent to which members of group are similar to or different form one another
We find many people associate diversity with age, religion, race or gender and being heterosexual or gay or lesbian or religion but diversity does not pit black or white against all other group of people because diversity pertains to the host of individual differences that make all us unique, this actual means diversity is differences among people 3. 5. Personality According to Robert and Andelo (1995:89), Personality is defined as the combination of stable physical and mental characteristics that give the individual his or her on identity or, According to Robbins and Timothy (2013:167), Personality is defined the sum total of ways in which an individual reacts and interacts with others Personality reflects the environment, in which we are raised from, these environmental factors play a role in shaping our personalities. For example culture establishment, attitudes and values that are passed along from one generation to another. 3. 6. Attitude
According to Robbins and Timothy (2013:Index), Attitude evaluation statements or judgements concerning objects, people or events According to Robert 2006:74), attitude is a predisposition to respond in a positive or negative way to someone or something in your environment. Attitudes are very important because they are linked with perceptions, learning, emotions and motivation. For example, when a person say that I “like” or ‘dislike” something or someone, this attitude expresses a person’s positive or negative feeling about something or someone, 3. 7. Belief According to Andrew, (2007:63), Beliefs represent ideas about someone or something and the conclusion people draw about them
Belief is a mental construct based on what you value 3. 8. Job satisfaction According to Robert and Andelo (1995:159), Job satisfaction is an effective or emotional response toward various facets of one’s job According to Jerald and Robert (1995:177), the attitudes people hold towards their job Job satisfaction is an individual’s general attitude towards his or her job and amount of pleasure or contentment associated with a job. And also influence human behaviour in the workplace and manager’s need to be able to infer the job satisfaction of other by careful observation and interpretation of what they say and do while going about their jobs 3. 9. Organizational culture and climate
According to Robert and Andelo (1995:532), organisational culture is the social glue that binds member of the organisation together According to Ian (2003:240), organisational culture is frequently cited as being responsible for all manner of organisation ills, and on occasion, credited with creating positive qualities Organisational culture can also be refers as a system of shared meaning held by members that distinguishes the organization from other organisations Culture is the way organisations do things. Climate refers to the organisational atmosphere and appeal. 3. Part B: Bob Knowlton Case study 1. List of problem statement Dr.. Jerrold hired Simon Fester to work at the lab with Bob Knowlton.
Fester was more capable, idealistic and intelligent than Bob and his team in many aspects, and Bob began to feeling insecure and threatened by Fester‘s presence. Bob did not share his feelings, opinions and conflicts with Dr. Jerrold and his team members, when he felt threated by Fester’s place in the team Fester brought exhaustive research to the team, but he had very poor people skills with the rest of the team. He undermined the team’s previous work and indicated that their level of thoughts were inferior. The interaction between Fester and the rest of the team was not good, because Fester’s criticisms were not constructive and sometimes disrespectful.
Bob and Fester found their working relationship challenging which resulted in Bob’s early resignation The following are the causes of the problems at Simmons Laboratory: 2. 1. Diversity in Organizational * Lack of diversity management with the group 2. 2. Interpersonal and communication skills * Confusion over group roles and deteriorated group communication 2. 3. Team Work * Lack of group cohesion 2. 4. Organisational culture and climate * Organisational culture seems work orientated 2. 5. Leadership skills * Lack of group leadership 2. The personality of Bob Knowlton, Fester, and Dr. Jerrold 2. 1. Bob Knowlton * Insecure: Fester’s initiative to achieve results causes Knowlton to feel threatened and aggravated. Traditionalist-He works closely with his team members and even includes secretaries in meeting. * Collaborative team member-He view morning meeting as an essential part of the work process * Loyal -Bob was very loyal to his superior, but left without hesitation when he did not feel happy about the way Doctor Jerrold treated him * Team player -Bob is a team player and believes in using each other as resource through collaboration. Knowlton held regular morning meeting with his members as a way to keep up to date of what was going on in the project, and discuss problems * Passive -He is a passive person whom rarely voice out his opinion.
Bob allowed unspoken tension to build up within the group and break down the cohesiveness of the group and ultimately lead to his own resignation as a result of fester determination * Introvert -Bob was more of an introvert (enjoys privacy); he did not share his feeling, opinions and conflicts with his team members. Meanly when he felt threated by fester’s place in the team * Jealousy -Jealous of Fester’s intelligence and competitiveness 2. 2. Simon Fester * Very intelligent, experience and skilful-He had extensive knowledge and excellent problem solving skills, he manage to solve old problem that the team was failing to solve * Confident -He was very confident about himself, his ideas, and not afraid to expose his knowledge. Aggressive-Fester was aggressive in his approach to solve problem and put forth his ideas, * Judgmental-Very judgmental about people, He insulted the intelligence of the entire team and undermined their previous work and indicated that their level of thoughts were inferior. * Arrogant -Fester was very arrogant to accept the way other people do things and embrace it, Fester took over some of Bob’s meeting plaster himself as the team leader and spear heading discussion, undermining Bob’s authority * Individualistic-He didn’t cater to the expression of the other team members, which created a perception of himself as an individualist and not a team player and didn’t care about the group and even to the point of making others feels inferior 2. 3. Dr. Jerrold * No instinctual perception Has very high expectation of those working under him
* Not observant * Ignorant 3. Advised to Dr. Jerrold to do to fix his department * Dr. Jerrold needs to utilize better interpersonal and communication skills to understand more about his employee’s situation in the workplace and observe each employee’s personality and behaviour in order for an organization to have no misunderstanding * Provide all employees with communication and interpersonal skills training so that they can communicate effectively and able to deal with their attitude * Dr. Jerrold’s need to learner to communicate effectively, clearly define roles, responsibility, and clearly define organisations goals. * Dr. Jerrold need to use collaborative approach to deal with team conflict which would have shown respect for existing team members and given them the opportunity to openly discuss the issues arising since Fester joined the team * Dr. Jerrold needs to take each employee‘s personality into consideration, explaining the intentions to train them to become great leaders * Dr. Jerrold to be more involved with the meetings and takes an initiative to ensure that all employees are happy and satisfied * Dr. Jerrold need to reflect on the own strength, style and capabilities and assimilate the responses to others to their activities in an attempt to learn about themselves and to explore self-development opportunities SUMMARY ;amp; CONCLUSION Organisational behaviour,
As organization represents the coming together of individual to achieve some common goal and yet we need to acknowledge the diversity of individual behaviour that are likely to occur when individual organized there are together, * Manager needs to realize that the organization is built up of individual who will have range of different personalities and behaviour patterns * Manager should be aware of how perception may influence an individual’s behavioural pattern in relation to other people in the organization * It’s very important for the manager to have an awareness of how values and attitudes develop in the individual and how these may relate to the organization and also may need to change in an organisation if faced with a change situation or if they are seeking to change the organisation culture * Managers need to be aware that the environment in which they as individual and their organisation operate to be noted In Bob Knowlton case study,
After fester was hired to work with Bod, Fester was very sharp and competent and had solved some old problems and not afraid to expose his knowledge. He had very extensive knowledge in data analysis and excellent problem solving skills. Bod felt that Fester was slowly taking over leadership. Dr. Jerrold department to function effectively they should consider the following tips * Individual need to develop self-awareness of their behaviour and attitudes while attempting to identify their leadership style * Manage need to reflect on the own strength, style and capabilities and assimilate the responses to others to their activities in an attempt to learn about themselves and to explore self-development opportunities. Individual need to recognize that the frame in which they operate influence their understanding and behaviour, recognition of this is a prerequisite for personal development and growth *
REFERENCE LIST 1. RORBET, K, ANGELO, K. 1995. Organisational behaviour. 3rd Ed. IRWN. 2. BROOKS, I. 2003. Organisational behaviour, 2nd Ed, Pearson Prentice Hall Australia. 3. ROBBINS, P and TIMOTHY, A. 2013. Organisational behaviour, 15th Ed, Pearson Education, English. 4. ROBERT, N. 2006. Human Relations in Organization, 7th Ed, McGraw-Hill 5. ANDREW, J, 2007. Organisational behaviour, 4th Ed, Thomson, South Western 6. JERALD, G and ROBERT, B. 1995. Behaviour in organisation. 6th. Prentice Hall. New jersey