UOP LDR 531 FINAL EXAM Assignments

2.3 Explain how you work with a group/s to agree acceptable group and individual behavior.

Increased productivity the quantity and quality of output per hour worked seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline. Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale.

One of the most important things a business needs to be successful is happy employees. It is important for employees and managers have an established plan to deal with critical matters. Managers must study the behavior of their employees to decide how they will achieve their desired goals. Organizational behavior is "the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself. (Griffin, 2012)" We can divide organizational behavior in 3 separate categories. The first one is the individuals within the organization. The second is the work group which is made by placing workers into specific groups. The last one is how the organization itself behaves.

Changes in the workplace due to the economy, technology, and globalization have affected many lives in modern day society. In addition, managerial approaches have influenced changes organizations have faced throughout the years, which tend to affect an organization’s workforce. For example, some of the changes organizations have had to encounter have been around the following, but are not limited to employee productivity, employee and organizational inefficiency, employee’s personal and professional value, and organizational structure to name a few. Furthermore, managerial approaches going back centuries have molded certain expectations people and organizations have of each other. For example, many individuals during the industrial era had an expectation to contribute to his or her household at a young age. The feeling of this type of obligation at times in today’s society are seen, but are not as prevalent. Instead of young people focusing on their studies, and skill set, they often have to find employment that he or she initially do not want to do, which often times leads to entry-level positions that are typically left. Allowing managers to often alienate and exploit the employee.

Submitted to the Program of Organizational Dynamics in the Graduate division of the School of Arts and Sciences in Partial Fulfillment of the Requirements for the Degree of Master of Science in the Organizational Dynamics at the University of Pennsylvania Advisor: Richard Bayney This paper is posted at ScholarlyCommons. http://repository.upenn.edu/od_theses_msod/33 For more information, please contact repository@pobox.upenn.edu.

A field of interest in human resources and psychology is job satisfaction. Not surprisingly, people have noted that higher levels of job satisfaction are linked to improved job performance. Hackman and Oldham were some of the first researchers to really highlight the relationship between job characteristics and job satisfaction. "Their Job Characteristics Model (JCM) argued that, essentially, enriched or complex jobs are associated with increased job satisfaction, motivation, and work performance. More specifically, they assumed that five core job characteristics"¦influence three critical psychological states"¦which in turn affect work outcomes (Fried & Ferris, 1987). The five core job characteristics include skill variety, task identity, task significance, autonomy, and feedback from job (Fried & Ferris, 1987). The three critical psychological states include the experienced meaningfulness of the work, the experienced responsibility for outcomes of the work, and knowledge of the actual results of the work activities (Fried &Ferris, 1987). The work outcomes that are impacted by the job characteristics and psychological states include internal work motivation, growth satisfaction, overall job satisfaction, work effectiveness, and absenteeism (Fried &Ferris, 1987). While other researchers have developed models to measure job satisfaction and motivation, there has been surprisingly little research in the area.

Organizations are not buildings or other physical structures; rather, organizations are the people who work together to achieve a set of goals (Koh & Kahn, 1966). These people come with variant motivations, experiences and values and their individual differences tend to direct behavior in numerous divergent directions. To direct behavior toward the accomplishment of a focused mission, the organizations have to develop mechanism, which reduces behavior variability. Organizational structure and organizational culture has been described as the mechanisms to reduce behavior variability (Weber, 1946; Burns & Stalker, 1961; Mintzberg, 1979; Schein, 1985; Weick, 1987; Dension, 1990). However both of them have unique impact on individual behavioral outcomes i.e. satisfaction, stress, motivation, alienation, and performance etc. It is needed to have a deeper understanding of the functional roles of structural and cultural forces in the workplace so as to understand the behavioral outcomes of the individual employees and to reduce the behavioral variability for achieving organizational goals.

The final paper for this class is an analysis on my current employer’s organization behavior. The organization has been around since 1887. The opportunity to fine-tune the process over the years has been handled well. They are in tune with the industry and make every attempt to be in tune with the employees. The culture of the organization, communication methods, management styles, motivational methods and technology advancements will all be briefly touched on in this assignment.

The final paper for this class is an analysis of my current employer’s organization behavior. The organization has been around since 1887. The opportunity to fine-tune the process over the years has been handled well. They are in tune with the industry and make every attempt to be in tune with the employees. The culture of the organization, communication methods, management styles, motivational methods and technology advancements will all be briefly touched on in this assignment.

They main reason employee are dissatisfied is because of lack of personal growth and progress in their work environment. According to a recent job report it has indicated that nearly 50% of the U.S. workforce is unhappy with their current job (Charas, Solange). With such a high percentage of job dissatisfaction it safe to say that “unhappy employee” will look for better opportunities, or choose to become self employed. People don’t want to work for money alone the want to be motivated, feel appreciated by building great working relationships with their colleagues; workers want their managers to trust their ability to perform their duties. However, human have a tendency to progress in their career or will

One of the most important things a business needs to be successful is happy employees. It is important for employees and managers have an established plan to deal with critical matters. Managers must study the behavior of their employees to decide how they will achieve their desired goals. Organizational behavior is "the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself. (Griffin, 2012)" We can divide organizational behavior in 3 separate categories. The first one is the individuals within the organization. The second is the work group which is made by placing workers into specific groups. The last one is how the organization itself behaves.

Organizational studies the behaviour, attitudes and performance of people in organisations. This field puts the lens of analysis on how employees’ work contributes to or detracts from the effectiveness and productivity of the organisation. The field has three units of analysis: the individual, the group and the organisation (competitive advantage once again). A ‘micro’ – individual-employee level – aspect of OB emphasises the first two units of analysis and stresses topics such as personality traits (individual differences), employee attitudes and motivation to work, leadership, group formation and group decision making. The ‘macro’ or big-picture approach addresses the organisation as the primary unit of analysis. This is called organisational theory, and its focus is on the topics of organisational structure and organisa- tional design . OB draws support from the fields of individual psychology (personality and cognition), social psychology (people interacting), industrial psychology (people at work), political science (power and influence), anthropology (cultural systems) and economics (incentives and transactions). OT is directly related to OB and draws concepts and research from anthropolo- gy, sociology (nature and behaviour of human groups) and theories of complex organisations (how they form, grow, compete and collaborate). Our approach to OB will use both estab- lished theories and reliable managerial practices to explain the behaviour of

Journal of Organizational Behavior J. Organiz. Behav. 23, 401–423 (2002) Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/job.146

When companies plan to reengineer or redesign the job, they could use the Job Characteristic Model (JCM), which was developed by Richard Hackman and Greg Oldham. The basic idea of the model is that task itself can drive the motivation and performance of employees (Saavedra & Kwun, 2000, p. 132). There are five core job characteristics, including skill variety, task identity, task significance, autonomy and feedback, which influence psychological states of meaningfulness of job, responsibility for outcomes and knowledge of the actual results (Slack, Brandon-Jones & Johnston, 2013, p. 264). Eventually, the above-mentioned psychological states will result in four aspects of personal outcomes, including motivation, quality performance, satisfaction as well as absenteeism and turnover (Slack et al., 2013, p. 264). However, the theory does not

IIBM Institute of Business Management Examination Paper SubjectCode-B105 Organizational Behaviour Section A: Objective Type & Short Questions (30 marks)    This section consists of Multiple Choice and short notes type questions Answer all the questions. Part one carries 1 mark each and part two carries 5 marks each. MM.100