DIM 1003

ORGANIZATIONAL BEHAVIOR

ASSIGNMENT

NAME : CHEE SIN YI

NRIC : 940309-01-5674

H/P NUMBER : +6014-3871784

STUDENT ID : 201476

JULY 2012

1.0 CONTENT

NO TOPIC PAGES

1.0 Content 2

2.0 Introduction 3-4

3.0 Seven Keys Of Competence 5-8

4.0 Conclusion 9-10

5.0 Reference 11

6.0 Coursework 12-15

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1.0 Introduction

Competency could be say is the quality of being fully or well qualified physically and

intellectually. Competence (or competency) is the ability of an individual to do

a job properly. A competency is a set of defined behaviors that provide a structured guide

enabling the identification, evaluation and development of the behaviors in individual

employees. For instance, management competency might include systems thinking

and emotional intelligence, and skills in influence and negotiation.

There are seven key of management competencies. First is core competency. It also called

personal competency. Personal competency means the ability to develop their personal

resources to be more able to meet the high demands of everyday life and work conditions, ,

in terms of personal and professional knowledge, skills, attitudes and values. It also means

being able to apply these competencies alone and in interaction with others in contribution to

the expressed goals.

Second, communication competency means the ability to take part in effective

communication, which is characterized by skills and understandings that enable

communication partners to exchange messages successfully. Communicative competence is

the degree to which individuals perceive they have satisfied their goals in a given social

situation without jeopardizing their ability or opportunity to pursue their other subjectively

more important goals.

Then, moral competencies include what worker are capable of doing, what they know,

their skills, their awareness of moral rules and regulations, and their cognitive ability to

construct behaviors. Worker's moral performance, or behavior, however, is determined by

their motivation and the rewards and incentive to act in a specific moral way. 

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Adapt competence. This is the ability to remain flexible during periods of change or

thriving in a fast-paced work environment. Remaining fervent and keeping a positive attitude

during change initiatives. Everyone has a diverse set of relationships and to get things done

you will change the way you deal with certain people, teams or organizations. Adapting

doesn’t mean wholesale change but recognizing the need to modify is a key skill.  Once

found modification may come through testing different approaches to the problem,

experimenting even or you may find it best to be direct and ask if it’s related to a teams or

individuals working practices.

Teamwork competency means that ability to work cooperatively and collaboratively

with others and recognize situations in which group members need to work together to solve

problems. You demonstrate teamwork when you work within the dynamics of a group.

Leader should show commitment to the team’s purpose and goals, accept and provide

feedback in a constructive and considerate way. Leader should support and motivate the

group to perform at its best.

Social interaction competence means that the actions of actors in response to the

behavior of other actors. This also could be said is an interpersonal relationship in an

association between two or more people that may range from fleeting to enduring. This

association may be based on limerence, love and liking, regular business interactions, or

some other type of social commitment. 

Time management competence defined as managing our time to waste less time on

doing the things we have to do so we have more time to do the things we want to do.

Therefore, time management is often thought of or presented as a set of time management

skills. The theory is that once we master the time management skills, we'll be more

organized, efficient, and happier.

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2.0 Seven keys of competency

Team leadership could be said is the willingly cooperates and works together toward

solutions that generally benefit all involved parties to accomplish company objectives.

Employees willing in activities as a good role player that works well with others. Puts goals

of the group ahead of employee's own agenda, and supports and acts in concordance with

final group decisions even when such decisions may not entirely reflect one's own position.

They contribute positive thinking by sharing information and listening and accepting others'

points of view. Employees are able to give and receive constructive criticism. Develop the

training by asking your existing team leaders what were the problems they encountered as

new team leaders within the business. Use these problems to build scenarios and use these

scenarios as the foundations for training the competancies. This also allows you to identify

the assessment opportunities, which can be scenario based and fed back through line

managers.

Personal competency can be explained well to control their emotions, thoughts, behavior

and personal development in order to help achieve the target. People with achievement drive

are results- oriented, take calculated risks, seek information to reduce uncertainty and

continually learn to improve their performance. Commitment shows itself in the ability to

make sacrifices to meet organizational goals; use the values of the organization to guide

making decisions; and looking for opportunities to move the group's mission forward.  Staff

must bear the design, guidance and responsibility to develop their own career, his career

came by their own management, rather than by the organization to manage. For leader, they

have to take responsibility for all aspects of a task and also take responsibility for employee

satisfaction and cooperation as well as for own development and well-being. Leaders should

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have the ability to air viewpoints and opinions in a well-balanced way that commands the

respect of others.

Communication is a process by which information is exchanged between individuals

through a common system of symbols, signs, or behavior. Communication competency

showed that an employee presents himself clearly and articulately when speaking with an

individual or before a group assuring that others fully comprehend the intended message.

Employees with good communication skills allow them at the meeting or work have a good

way to communicate their ideas and concepts. So that employees have the opportunity to

express themselves and, indirectly, give them a chance to get the attention of the boss or

supervisor.

Moral competency can be said that is self-control which not to make things or act against

the law, wounding, harmful to the reputation of personal or destruction of nature. The

employees who have the moral competency will make every effort to their ability to make

things not contrary to the corporate welfare to help the company achieve our goals. In

addition, employees must have the moral capacity. When co-operation, the staff must shows

to their associates basic respect and courtesy. This is not only ensure a harmonious

atmosphere in the company, it can also promote solidarity among employees.

Adapt competence can be said is the employee who adapt quickly to the environment of

the company, understand the company's operation and integrated into the atmosphere of the

company. This competence includes intellectual flexibility which keeping an open mind is

important. Employee should be able to demonstrate that you can integrate new information

and draw conclusions from it, and then switch from the detail to the big picture. Employee

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should being able to respond with a positive attitude and a willingness to learn new ways

to achieve targets and objectives is a key competency. There are some ways to help

employee to prove that he or she has the adaptability. For example, living abroad as part of

an exchange programme.

Social interaction competence means that the actions of actors in response to the

behavior of other actors. This concept is the basis of social psychologists to explore human

social behavior and interaction. As a leader or manager in a company must have a certain

degree of communicative competence. This not only helps the company to successfully

negotiate the business but also expand their social circle. Those leaders which promote

social interaction within their organization are able to engage wider range of human

intelligence which includes physiological, social, emotional, constructive, reflective and

dispositional. In this manner, a wider range of human intelligence is integrated in a natural

manner to achieve the individual and organizational goal.

In business, time management has morphed into everything from methodologies such as

Enterprise Resource Planning through consultant services such as Professional Organizers.

Time management competence can be interpreted as the effective allocation of their time

with the least amount of time to make constructive things. As soon as employees are clear

about what they will be measured on, then they need to know what activities will enable to

reach their targets. Especially for manager, have a good time management will help them to

catch a lot of opportunity to break the target. Time management is particularly important for

graduate jobs because you are likely to be given greater levels of responsibility. You are

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more than likely to have several different tasks at once, and in order to do your job

successfully you will need to be able to coordinate them.As a leader or employee, you will

need to work to several different deadlines, as well as accommodating other work that you

may receive. To manage time effectively you need to be able to prioritise and make

judgements about what is urgent and what is important.

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Conclusion

A competency is more than just knowledge and skills. It involves the ability to meet

complex demands, by drawing on and mobilizing psychosocial resources (including skills

and attitudes) in a particular context. For example, the ability to communicate effectively is a

competency that may draw on an individual’s knowledge of language, practical sosial skills

and attitudes towards those with whom he or she is communicating. Individuals need a wide

range of competencies in order to face the complex challenges of today’s world, but it would

be of limited practical value to produce very long lists of everything that they may need to

be able to do in various contexts at some point in their lives.

Key competencies are not determined by arbitrary decisions about what personal

qualities and cognitive skills are desirable, but by careful consideration of the psychosocial

prerequisites for a successful life and a well-functioning society. What demands do today’s

society place on its citizens? The answer needs to be rooted in a coherent concept of what

constitutes key competencies. However, competence is also an important factor in the ways

that individuals help to shape the world, not just to cope with it. Technology is changing

rapidly and continuously, and learning to deal with it requires not just one-off mastery of

processes but also adaptability.Societies are becoming more diverse and compartmentalised,

with interpersonal relationships therefore requiring more contact with those who are

different from oneself.

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Thus, as well as relating to key features and demands of modern life, competencies are also

determined by the nature of our goals, both as individuals and as a society. Individuals need

to draw on key competencies that allow them to adapt to a world characterized by change,

complexity and interdependence. These competencies need to be appropriate for a world

where globalization is creating new forms of interdependence, and actions are subject both

to influences (such as economic competition) and consequences (such as pollution) that

stretch well beyond an individual’s local or national community.

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Reference

1) http://www.time-management-central.net/time-management-in-the-workplace.html

2) http://www.oecd.org/pisa/35070367.pdf

3) http://www.uvic.ca/coopandcareer/assets/docs/corecompetencies/

Core_competency_teamwork.pdf

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Coursework

Question 1

The competing values framework (CVF) provides a practical way for managers to

understand, measure, and change organizational culture. Let us begin our discussion of the

culture type of the CVF.

Clan Culture

A clan culture has an internal focus and values flexibility rather than stability and

control. It resembles a family-type organization in which effectiveness is achieved by

encouraging collaboration between employees. This type of culture is very “employee-

focused” and strives to instill cohesion through consensus and job satisfaction an

commitment through employee involvement. Clan organization devote considerable

resources to hiring and developing their employees, and they view customers as partners.

Adhocracy Culture

An adhocracy culture has an external focus and values flexibility. As demonstrated in

the chapter-opening case on Apple, this type of culture fasters the creation of innovative

products and services by being adaptable, creative, and fast to respond to changes in the

marketplace. Adhocracy cultures do not rely on the type of centralized power and authority

relationships that are part of market and hierarchical cultures. They also encourage

employees to take risks, think outside the box, and experiment with new ways of getting

things done. This type of culture is well suited for start-up companies, those in industries

undergoing constant change, and those in mature industries that are in need of innovation to

enhance growth.

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Market Culture

A market culture has a strong external focus and values stability and control.

Organizations with this culture are driven by competition and a strong desire to deliver

results and accomplish goals. Because this type of culture is focused on the external

environment, customers and profits take precedence over employee development and

satisfaction (For an example, see Skills & Best Practices about Mayo Clinic.). The major

goal of managers is to drive toward productivity, profits, and customer satisfaction. Employ

are expected to react fast, word hard, and deliver quality work on time. Organizations with

this culture tend to reward people who deliver results.

Hierarchy Culture

Control is the driving force within a hierarchy culture. The hierarchy culture has an

internal focus, which product a more formalized and structured work environment, and

values stability and control over flexibility. This orientation leads to the development

reliable internal processes, extensive measurement, and the implementation of a variety of

control mechanisms.

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Question 2

Barriers and Challenges to Managing Diversity

Organizations encounter a variety of barriers when attempting to implement diversity

initiatives. It thus is important for present and future managers to consider these barriers

before rolling out a diversity program. The following is a list of the most common barriers to

implementing successful diversity programs.

1) Inaccurate stereotypes and prejudice. This barrier manifests itself in the belief that

differences are viewed as weaknesses. In turn, this promotes the view that diversity

hiring will mean sacrificing competence and quality.

2) Ethnocentrism. The ethnocentrism barrier represents the feeling that one’s cultural

rules and norms are superior or more appropriate than the rules and norms of another

culture.

3) Poor career planning. This barrier is associated with the lack of opportunities for

diverse employees to get the type of work assignments that qualify them for senior

management positions.

4) An unsupportive and hostile working environment for diverse employees. Diverse

employees are frequently excluded from social events and the friendly camaraderie

that takes place in most offices.

5) Lack of political savvy on the part of diverse employees. Diverse employees may not

get promoted because they do not know how to “play the game” of getting along and

getting ahead in an organization. Research reveals that women and people of color

are excluded from organizational networks.

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6) Difficulty in balancing career and family issues. Women still assume the majority of

the responsibilities associated with raising children. This makes it harder for women

to work evenings and weekends or to frequently travel one they have children. Even

without children in the picture, household chores take more of a women’s time than a

man’s time.

7) Fears of reverse discrimination. Some employees believe that managing diversity is a

smoke screen for reverse discrimination. This belief leads to very strong resistance

because people feel that one person’s gain is another’s loss.

8) Diversity is not seen as an organizational priority. This leads to subtle resistance that

shows up in the form of complaints and negative attitudes. Employees may complain

about the time, energy, and resources devoted to diversity that could have been spent

doing “real work.”

9) The need to revamp the organization’s performance appraisal and reward system.

Performance appraisals and reward systems must reinforce the need to effectively

manage diversity. This means that success will be based on a new set of criteria.

Employees are likely to resist changes that adversely affect their promotions and

financial rewards.

10) Resistance to change. Effectively managing diversity entails significant

organizational and personal change.

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