Question: Final assignment on case study of Pluto Telecommunications 1. INTRODUCTION Pluto started losing business because of there is no common strategic level business communications between directors and managing directors within organisation. The integrations of departments are causing further problems, because some employees are benefiting more than others are. Therefore, it is easy to envisage the conflict of interest from different individuals, which has created three sub-cultures within a single organisational culture. However, with the right measure of processes, management and leaderships, Pluto can bring both organisation and business on track. 2. STATEMENT OF PROBLEMS Within the departments' communications and …show more content…
Pluto changed in size, but did not equally change with structure, strategy, technology and environment. Furthermore, according to Martin Corbett, Lawrence and Lorsch (1967) argued that, only parts of the organisation deal with parts of the environment; and, more turbulent, complex and diverse the external environment facing organisation, the greater the degree of differentiation among its sub-parts [6]. It is obvious that Tim, John, and Matthew from their respective departments will hold different attitudes and behave differently in terms of their goal perspective, period and interpersonal orientation. Different interests and different point of views also mean that they will often find it difficult to see the things same way or to agree on integrated plan of action. Matthew only recruits business university graduates, whereas others do not. According to Martin Corbett, Sherif M. and Sherif C. (1950) started that levels of conflict between groups are largely a result of organisational structure. However, Crozier (1964) and Hickson et al., (1971) stated that revealed that sources of power are often hidden in the design of the organisation its structure and its culture [7]. Veronica did not notice the hidden power within groups and did not realise the consequences of the power. The presence of abuse of technology has taken a dominant position across Pluto; marketing team does not use email to inform their product
Olve, J., Roy, J. & Wetter, M. (1999). Performance drivers: A practical guide to using the balanced scorecard. Chichester: John Wiley & Sons. ISBN: 9780471986232
Kreitner, R., & Kinicki, A. (2013). Organizational behavior (10th ed.). New York, NY: McGraw-Hill/Irwin. Retrieved from
Robbins, S. P., & Judge, T. A. (2015). Organizational behavior (16th ed.). Upper Saddle River, NJ: Prentice Hall. (Note: Refer to Chapter 3)
This text critically examines organizational behavior in Pluto Telecommunications through analysis of the relationship among the job design, motivation, structural form and the work culture. The Managing Director of Pluto Telecommunication came to understanding that the three departments within the organization: Sales, Marketing and Customer Service do not communicate with each other which have a direct negative impact on the company’s performance. Further investigations show that the three departments are different in term of what motivates the employees, the time span for achieving the goals, culture established within the departments and the structural forms within the departments. The organizational dilemma is how to balance out
Buchanan, A. H. (2001). Organizational Behaviour:An Introductory Text (4 ed.). (F. T. Hall, Ed.) Pearson Education.
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Many issues have arisen from the debate whether or not Pluto is a planet. Some astronomers say that Pluto should be classified as a “minor planet” due to its size, physical characteristics, and other factors. On the other hand, some astronomers defend Pluto’s planet status, citing several key features.
Include at least two scholarly citations from the library. MGT 312 WEEK 1 Organizational Behavior Paper
Robbins, S. P., & Judge, T. A. (2011). Organizational Behavior (14th Edition). Boston, MA: Prentice Hall.
In the outer limits of our solar system there is a planet unlike any other, Pluto. Pluto was discovered in February of 1930 by an American astronomer, Clyde Tombaugh. It is the only planet to have been discovered by an American. All though we have known of the existence of Pluto for over thirty years now, there are still many mysteries surrounding this celestial body. Being the farthest planet has made it difficult to study Pluto, Adding to the obscurity of this strange planet is that the capability to send spacecraft such distances has never been achieved. Through the wonders of science and astronomy, there are many things that can be determined, concluded, and hypothesized about this obscure planet.
(Robbins and Millet and Cacioppe and Waters-Marsh, 1998, p.10). An important area within organisational behaviour is motivation.
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Bloisi, W., Cook, C. & Hunsaker, P.(2003). Management and Organisational Behavior: European Edition. Berkshire: McGraw-Hill Education
Organisational Behaviour (OB) is the study of human behaviour in an organisation. It is a multidisciplinary field devoted to the understanding individual and group behaviour, interpersonal processes and organisational dynamics. OB is important to all management functions, roles and skills. Since organisations are built up levels - individual, group and an organizational system as a whole, it is important for managers to understand human behaviour in order to meet the organizations overall goals. I found several key learning areas that are meaningful, interesting and relevant to my work over the course of studying this unit. These key learning areas have not only expanded and improved my view of organisational behaviour but they also have
Randy Hirokawa and Dennis Gouran developed the Functional Perspective on Group Decision Making theory to “offer practical advice on how participants can act to ensure better group decisions” (Hirokawa, 1999, p. 170). They believe that as long as the members in a group care about the issue and are reasonably intelligent, the group interaction will have a positive effect on the final decision. In order for a group to reach a high-quality solution, Hirokawa and Gouran believe the group 's decision-making process needs to fulfill four task requirements they refer to as requisite functions of effective decision making. "Three core assumptions define the functional perspective: (1) groups are goal oriented; (2) group performance varies in quality and quantity, and can be evaluated; and (3) internal and external factors influence group performance via the interaction process.” (Wittenbaum, 2004 p. 19).