hnd – final revision
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Lim Sei Kee @ cK. HND – Final Revision. 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 Sections. A – MCQ [20 marks] B – Case Study [20 marks] - PowerPoint PPT PresentationTRANSCRIPT
HND – Final RevisionLim Sei Kee @ cK
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 Sections
A – MCQ [20 marks]
B – Case Study [20 marks]
C- Structured Questions [CHOOSE 3 out of 6]
[60 marks]
SECTION A
MCQ
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
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
2. Which of the following would be classified by Herzberg as a hygiene factor?
A. Company policy B. Promotion C. Achievement D. Personal growth
2. Which of the following would be classified by Herzberg as a hygiene factor?
A. Company policy B. Promotion C. Achievement D. Personal growth
3. Surveys, suggestion boxes, and employee newsletters are considered to be ______________ types of communication.
A. Downward B. Grapevine C. Lateral D. Upward
3. Surveys, suggestion boxes, and employee newsletters are considered to be ______________ types of communication.
A. Downward B. Grapevine C. LateralD. Upward
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
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
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
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
SECTION B
CASE STUDY
SECTION C
Structured Qs
1. People and organization
Levels of Analysis.
Individual level of analysis
Group level of
analysis
Organization level of analysis
Individual Level
Group Level
Organization Systems
Level
Basic OB Model
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.
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)
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.
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.
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
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
Abraham Maslow’s Hierarchy of Needs
Hierarchy of Needs Theory – Abraham Maslow
• Physiological
• Security
• Social or affiliation
• Esteem
• Self-actualization
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
Nonverbal Communication
Body Movement
Intonations and Voice Emphasis
Facial Expressions
Physical Distance between Sender and Receiver
Oral communicationAdvantages ??
• 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
Barriers to effective communication
Filtering Selective perception Information overload Emotions Language Communication Apprehension
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
MANAGERS
Focus on things Do things right Plan Organize Direct Control Follows the rules
LEADERS
Focus on people Do the right
things Inspire Influence Motivate Build Shape entities
“Leaders are the primary determinant of an organization’s success or failure.”
Do you agree or disagree with this statement?
5. Two or more individuals, interacting
and interdependent, who have come together to achieve particular objectives
FORMAL GROUPSA designated work
group defined by the organization structure
INFORMAL GROUPSAppears in response to
the need for social contact
Five stage group development
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
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
6. A structure characterized by a low
degree of departmentalization, wide spans of control, authority centralized in a single person, and a little formalization. Owner - Manager
Salesperson Salesperson Salesperson Salesperson Cashier
Simple structure
Strength Fast, flexible and accountability is
clear
Weakness As organization grows, it become
inadequate
Contrasting Spans of Control
How to design a proper organizational structure?The key question The answer is provided by1. To what degree are activities
subdivided into separate jobs?Work Specialization
2. On what basis will jobs be grouped together?
Departmentalization
3. To whom do individuals and groups report?
Chain of Command
4. How many individuals can a manager efficiently and effectively direct?
Span of Control
5. Where does decision-making authority lie?
Centralization and decentralization
6. To what degree will there be rules and regulations to direct employees and managers?
Formalization
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
Do Organizations Have Uniform Cultures?
How to sustain culture?• Selection
• Top Management
• Socialization
Can culture be copied?Stories
Rituals
Material Symbols
Language
Creating a Customer-Responsive Culture
HOW?1. The types of employees hired by the organization.2. Low formalization: the freedom to meet customer
service requirements.3. Empowering employees with decision-making
discretion to please the customer.4. Good listening skills to understand customer
messages.5. Role clarity that allows service employees to act as
“boundary spanners.”6. Employees who engage in organizational
citizenship behaviors.