ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 5 HND Diploma in Business

Unit number and title Unit 12: Organizational Behavior

Submission date 05/12/2018 Date Received 1st submission 05/12/2018

Re-submission Date Date Received 2nd submission

Student Name NGUYEN THU HANG Student ID GBH17529

Class GBH0602.1 Assessor name FRANCESCO MECA

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Contents
LO1 Analyze the influence of culture, politics and power on the behavior of others in an
organizational context ..................................................................................................... 4

P1 Analyze how an organization’s culture, politics and power influence individual and
team behavior and performance. ................................................................................. 4

Influence of culture ................................................................................................... 4

Influence of power and politics.................................................................................. 8

LO2 Evaluate how to motivate individuals and teams to achieve a goal ....................... 13

P2 Evaluate how content and process theories of motivation and motivational

techniques enable effective achievement of goals in an organizational context. ....... 13

- Defining work motivation with clarification of extrinsic and intrinsic motivation. 13

- Among motivational theorists and theories: content theories (Maslow, Herzberg

and Alderfer) and process theories (Vroom, Adams, Latham and Locke), you should
choose one content theory and one process theory for discussion. ....................... 14

- Definition of emotional intelligence and the importance of soft skills for

managers and teams. ............................................................................................. 18

- You are required to read 5 following articles and use at least one of five articles
to illustrate the importance of soft skills for managers and teams........................... 18

References .................................................................................................................... 20

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LO1 Analyze the influence of culture, politics and power on the behavior of others
in an organizational context

P1 Analyze how an organization’s culture, politics and power influence individual

and team behavior and performance.

Influence of culture

- Definition of organizational cultures.

Organizational culture is that the set of shared values, beliefs, and norms that
influences the approach staff assume, feel, and behave toward one another and toward
individuals outside the organization to handle opportunities and issues facing the
organization (George, Jones and Sharbrough, 2002).

- Analyze factors affecting organizational culture (i.e: globalization and

digital technology in the 21st century) and shaping organizational cultures
(i.e: the personal and professional characteristics of people within the
organization, organizational ethics, the nature of the employment
relationship, and the design of its organizational structure).

1. Globalization and digital technology

Globalization

Globalization is that the development of technology, science, economics; management

then on it enabled to create of organizations without borders has an indirect impact on
the development of globalization. Nowadays organizations within the world market
ought to be thought of not solely in economic terms however also from the attitude of
the changes occurring in two different vital spheres of social life, these being politics
and culture (Indian Journal of Commerce & Management Studies , 2016).

The importance of organizational behaviour (OB) has accentuated subsequent to

globalization and also the consequent changes in business practices. Since the term

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globalization has several ramifications, we'd like to first understand its totally different
dimensions then attempt to try a compact definition (Disha, 2018).

From the OB purpose of read, the largest concern for globalization is that the impact
and influence of multinational and transnational corporations. Participation of those
corporations in trade, investment, and production, enlarged the international
communication and imported numerous society problems. Nowadays, even to control
domestically, the organizations need to track these problems and often renew their
business practices, changing the mind-sets of their people (Disha, 2018).

Digital technology

In fact, some types of software systems are introduced in many organizations,

especially for internal communication - transfer of information science. Additional
technology creates higher standards of quality, while providing feasible solutions for
sustainability, which is a more important aspect and responsibility of organizational
functions (Venturi, 2014). .

For example, the emergence of E-mail, Instant Messengers and after all, Mobile has
changed the face of today's communications. Using the Smartphone App provides a
real environment for things like the more talked about, 'work at home', or it can be called
an 'outside' job. . Today, a company will send its representative to another branch or
associate or consumer company and keep the project progress through a technology
hint (Venturi, 2014).

Moreover, because of the IT industry, then, there has been a significant change in
international standards and more. Today, it is unimaginable to have any business who
survives while not promoting itself while not supporting IT (Venturi, 2014).
For example, the software outsourcing industry has begun demanding specific hard and
soft skills related to advances in artificial intelligence to be able to offer value-added
services. (Foerster-Metz & Golowko, 2017).

2. Personal and professional characteristics of people, Organizational ethics,

Employment relationship, Design of its organizational structure

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People could also be drawn to a company whose values match theirs. The result is that
the culture becomes more and more distinct from that of similar organizations (George,
Jones and Sharbrough, 2002).

For example, flourishing corporations like Microsoft actually want a powerful set of
terminal values that emphasize innovation and labor. However, some corporations have
created this error. The previous IBM of the 1980s believed its management of the
mainframe market created it invincible; IBM workers laughed off the potential threat PCs
exhibit. The chief operating officer of DEC, a serious laptop maker at that point
commented that “personal computers are simply toys,” and among some year his
company had folded (George, Jones and Sharbrough, 2002).

The “people build the place” read, of structure culture explains however a company
develops the shared cultural values which will have like powerful result on the work
attitudes and behaviors. For this reason, an organization ought to have a board of
independent-minded administrators World Health Organization ought to be modified
often to market top quality decision making (George, Jones and Sharbrough, 2002).

Organizational ethics

The ethics of an organization are values, beliefs, and ethical principles that the manager
and his staff should use to analyze or explain the situation and then decide on the
"right" or proper way to act to resolve the dilemma (George, Jones and Sharbrough,
2002).

Employment relationship

The effects of those changes on OB have taken several forms, and necessary
developments include a shortening employment relationship due to saving,
empowerment, the expansion within the variety of contingent or temporary workers, and
outsourcing.

a. Downsizing is that the method by that organizations lay off managers and staff
to reduce prices. the size and scope of those downsizing efforts are enormous
(George, Jones and Sharbrough, 2002).

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b. Empowerment is that the method of giving staff throughout a corporation the

authority to form necessary decisions and to be chargeable for their outcomes
and making certain that they accomplish their goals (George, Jones and
Sharbrough, 2002).
c. Contingent staffs are individuals used for temporary periods by a corporation
and who receive no benefits like health insurance or pensions. Contingent staff
may fit by the day, week, or month activity some functional task, or they may
contract with the organization for a few fee to perform a selected service to the
organization (George, Jones and Sharbrough, 2002).
d. Outsourcing is moving a selected variety of work activity, process, job, or
perform that was performed within a corporation to outside, wherever it's
disbursed by another person or company (George, Jones and Sharbrough, 2002).

Design of its organizational structure

An organization’s structure can also promote cultural values that increase integration
and coordination. Moreover, norms, values, and a standard organizational language will
improve the performance of groups and task forces (George, Jones and Sharbrough,
2002).

The degree to that an organization is highly centralized or redistributed additionally ends

up in the event of various types of cultural values by decentralizing authority, a
corporation establishes values that encourage and reward power or innovation. (George,
Jones and Sharbrough, 2002).

For example, in nuclear power plants, values that promote stability, certainty, and
obedience to authority are deliberately fostered to stop disasters. staff learn that sharing
information with supervisors, particularly information concerning mistakes or errors, is
that the only acceptable type of behavior (George, Jones and Sharbrough, 2002).

- Discuss influences of culture on behavior of others in an organizational

context.

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Organizational members are deliberately acculturated into the assumptions and belief
systems of their companies’ culture. Culture, acting through institutionalized belief
systems and cluster norms, may be a really effective means of leading the behavior of
organizational members toward activities deemed vital to the goals of the organization
(Boniface, 2001).
When new employees join your company, the method they behave is heavily influenced
by the organizational culture. As social beings, individuals strive to suit within the
atmosphere around them. If your company culture encourages employees to talk up
without fear of reprisal, new workers can gain confidence in expressing their concepts,
whereas if the culture is to "shoot the messenger," new employees tend to stay their
opinions to themselves. People can influence company culture by clarifying your vision
and values and putting them into apply on a daily (George, Jones and Sharbrough,
2002).

Influence of power and politics

- Analyze the source and use of power and politics in organizations.

1. Source of power and politics in organizations

a. Sources of Functional and Divisional Power

Ability to control uncertain Contingencies

A contingency is an incident or drawback which may occur and thus should be planned
by having the folks and resources in place to accommodate it ought to the event arise.
Today, the ability to control it's a method to achieve such power as a result of IT offers
managers access to important and relevant information. However, IT should be used

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carefully to avoid agitative conflict between managers and teams WHO could feel
they're deliberately being “starved” of knowledge then power to influence decision-
making. This ability, for instance, to forecast demand reduces the uncertainty producing
faces by sanctioning it to arrange the correct size production runs to attenuate price for
the promoting. Similarly, the public relations department and legal function are ready to
manage issues for different functions once those issues have occurred and in doing in
order that they cut back uncertainty for those functions and gain power over them
(George, Jones and Sharbrough, 2002).

Irreplaceability

A function or division gains power once it's irreplaceable, that is, once no different
function or division will perform its activities. for instance, nowadays several
organizations will source production to cheap corporations abroad then the ability of
engineers is reduced or eliminated. as a result of it's tough for a corporation to achieve
access to high-quality analysis and development data, however, the R&D perform
is usually a lot of irreplaceable than the producing perform (George, Jones and
Sharbrough, 2002).

Centrality

The power of a function or division additionally stems from its centrality in a corporation,
that is, however vital or crucial its activities are to the operation of the complete
organization and also the degree to that it's positioned to achieve access to special
information from different functions (George, Jones and Sharbrough, 2002).

Ability to control and create resources

The ability to control and create resources for an organization is another source of
energy and divisive function and a major source of power for top managers. Managers
control the wallet chain of an organization and capable of awarding or retaining rewards
- money and donations - for functions and components of great power. This capability is
important because the more money a department receives, the more people can hire
and the more money to spend on R & D and marketing - all of which increase the

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chances of success in the future. . In contrast, when parts are starved for funds, they
cannot hire new skilled workers or buy new technology, and this decreases their
potential performance over the long term. Although resource control is very important,
the ability to create resources is also important. Product parts that provide the highest
revenue and profit organization are often the most important parts of the organization
(George, Jones and Sharbrough, 2002).

b. Sources of Formal Individual Power

1. Formal individual power is based on the authority that stems
from a person’s position in an organization’s hierarchy
Legitimate power is the power to control and use organizational resources to
accomplish organizational goals.

Reward power is the power to give pay raises, promotion, praise, interesting projects,
and other rewards to subordinates. as part of formal power, an individual has the
authority to transform the way a company operates and has the power to hire and fire
managers at all levels.

Coercive power is the power to give or withhold punishment.

Information power is the power that stems from access to and control over information.

2. Informal individual power is the power that stems from

personal characteristics such as personality, skills, and
capabilities.
Expert power is the informal power that stems from superior ability or expertise.
Referent power is the informal power that stems from being liked, admired, and
respected.
Charismatic power is an intense form of referent power that stems from an individual’s
personality or physical or other abilities, which induce others to believe in and follow that
person
(Source: George, Jones and Sharbrough, 2002 “Understanding and Managing the
organizational behavior”)

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2. The use of power and politics in organization

Organizational politics are activities that managers engage in to increase their power.
Once they acquire it, they can use power to influence decision making so that the
organization pursues goals that favor their individual, functional, and divisional interests

TAPPING THE SOURCES OF FUNCTIONAL AND DIVISIONAL POWER

The approach in which functions and divisions gain informal power suggests many
techniques managers will use to extend their individual power. First, managers will work
to become irreplaceable (George, Jones and Sharbrough, 2002).

RECOGNIZING WHO HAS POWER

Another way to extend personal power is to develop the ability to acknowledge who has
power within the organization, then armed with this knowledge associate degree
aspiring manager is aware of that managers they have to influence and impress and
increase a manager’s likelihood of rising with that person up the organizational
hierarchy (George, Jones and Sharbrough, 2002).

CONTROLLING THE AGENDA

An important tactic accustomed influence deciding is to manage the agenda— to work

out that specific problems and issues are going to be delivered to the attention of
decision makers—and that problems are going to be ignored (George, Jones and
Sharbrough, 2002).

BRINGING IN AN OUTSIDE EXPERT

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When a major disagreement over goals emerges, as it usually will once an organization
is undergoing change or restructuring, managers understand that every subunit is
fighting to safeguard its own interests. functional managers wish the axe to fall on a
special perform than theirs, however they also wish to learn from the change happening.
Knowing that one function’s most popular alternative of action are going to be perceived
by others as politically motivated and self-interested, purposeful managers usually
usher in outside experts thought of to be impartial observers. purposeful managers will
then use the “objective” views of the expert to support their position and defend their
function at the value of others (George, Jones and Sharbrough, 2002).

BUILDING COALITIONS AND ALLIANCES

To influence the decision-making process in their favor, high managers usually join
together and type coalitions that have the power necessary to realize their common
interests and goals (George, Jones and Sharbrough, 2002).

- Explore the ways in which the use of power creates and eliminates conflict.
Influence of power and politics

One of management’s major responsibilities is to assist the parties in conflict—different

subordinates, functions, or divisions—find ways in which to cooperate to resolve their
disputes. If a corporation is to attain its goals, managers should be able to resolve or
smooth conflicts between individuals and teams and help the parties reach a
compromise that settles the conflict (George, Jones and Sharbrough, 2002).

Negotiation is that the process during which parties with conflicting interests meet
together and make offers, counteroffers, and concessions within the try and resolves
their differences. Negotiation is a vital technique that managers use to extend the
chance of reaching compromise between people and teams in conflict (George, Jones
and Sharbrough, 2002).

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LO2 Evaluate how to motivate individuals and teams to achieve a goal

P2 Evaluate how content and process theories of motivation and motivational

techniques enable effective achievement of goals in an organizational context.

- Defining work motivation with clarification of extrinsic and intrinsic

motivation.
a. Work motivation can be defined as the psychological forces in a person to
determine the behavior of that person in an organization, the level of effort and
persistence in the face of obstacles (George, Jones and Sharbrough, 2002).
The three key elements of work motivation are direction of behavior, level of effort, and
level of persistence

(Source: George, J. M., Jones, G. R., & Sharbrough, W. C., 2002)

Direction of behavior is simply targeted to motivate individuals to act (Farley, 2007).

Level of effort is the strength of the reaction in the chosen direction. Usually,
there is a close relationship between the intensity and expectation of a desired
result (Farley, 2007).
Level of persistence is the duration that a person spends his or her energies
and effort in the direction or purpose (Farley, 2007).

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b. Intrinsically motivated work behavior is behavior performed for its own sake;
the source of motivation actually comes from performing the behavior itself, in
other words (George, Jones and Sharbrough, 2002).
c. Extrinsically motivated work behavior is behavior performed to acquire
material or social rewards or to avoid punishment (George, Jones and
Sharbrough, 2002).
An employee can be extrinsically motivated, intrinsically motivated, or both to make a
clear connection between the behaviors the organization wants employees to perform
and the outcomes or rewards employees want.

- Among motivational theorists and theories: content theories (Maslow,

Herzberg and Alderfer) and process theories (Vroom, Adams, Latham and
Locke), you should choose one content theory and one process theory for
discussion.
a. Content theories

In a historical perspective, the content theories tend to be the earliest theories of

motivation or later modifications of early theories (Sielearning.edu., 2018).

Content theories are known as wants theories, because they're typically related to a
read that concentrates on the importance of crucial 'what' motivates us. In other words
they try to identify what our 'needs' are and relate motivation to the fulfilling of those
needs (Sielearning.edu., 2018).

 Maslows Hierarchy of Needs

 "Management Assumptions" (Theory X and Theory Y)
 ERG Theory
 McClellands Need for Achievement, Affiliation and Power
 Herzbergs' Two Factor Theory

Maslows Hierarchy of Needs

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(Source: George, J. M., Jones, G. R., & Sharbrough, W. C., 2002)

Maslow proposed that motivation is that the result of somebody trying at fulfilling five
basic needs: physiological, safety, social, esteem and self-actualization. According to
Maslow, these wants will produce internal pressures that may influence somebody's
behavior.

Physiological needs

As a manager, you'll be able to account for physiological wants of your workers by

providing comfortable working conditions, reasonable work hours and the necessary
breaks to use the lavatory and eat and/or drink (Study.com., 2018).

Safety

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As a manager, you can account for the security needs of your staff by providing safe
operating conditions, secure compensation (such as a salary) and job security, that is
particularly vital during a unhealthy economy (Study.com., 2018).

Social needs

As a manager, you'll be able to account for the social wants of your staff by ensuring
every of your staff recognize each other, encouraging cooperative cooperation, being an
accessible and kind supervisor and promoting a good work-life balance (Study.com.,
2018).

Esteem needs

As a manager, you can account for the esteem wants of your staff by offering praise
and recognition once the worker does well, and providing promotions and additional
responsibility to reflect your belief that they are a valued worker (Study.com., 2018).

Self-actualization needs

As a manager, you can account for this need by providing challenging work, inviting
workers to participate in decision-making and giving them flexibility and autonomy in
their jobs (Study.com., 2018).

In Article 6 “A Review of Employee Motivation Theories and their Implications for

Employee Retention within Organizations” (Sunil Ramlall, Ph.D., 2004) The author
says that the implications of this theory provide useful insights for managers and other
organizational leaders by motivating employees to cope with stress, especially during
difficult times. Took more time and take to understand the needs of the corresponding
staff (Sunil Ramlall, Ph.D., 2004). “Managers have the responsibility to create a proper
climate in which employees can develop to their fullest potential. Failure to provide such
a climate would theoretically increase employee frustration and could result in poorer
performance, lower job satisfaction, and increased withdrawal from the organization”
(Steers & Porter, 1983, p.32).

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b. Process theories

While content theories focus on the 'what's' question, the process theory addresses
many issues related to how it works and over time, such as determinants effort level,
continued effort, effort modification and more (Sielearning.edu., 2018).

As with content theory, there are a number of process theories. These include:

 Equity theory
 Expectancy theory
 The Porter-Lawler Model

Equity theory

In this theoretical employee continually evaluates the level of their efforts against their
peers and the rewards they receive for their efforts. If they feel there is a significant
difference between their level of effort and their peers, they will endeavor to bring
equality of effort to everyone. The message to managers is that employees should be
rewarded on the basis of fairness and equity, and inequalities are quickly corrected
(Sielearning.edu., 2018).

For example, if someone gives you $ 55,000 a year for your first job after college, you

can jump into the proposal and report it to work enthusiastically, ready to tackle
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everything you need. Make sure and be satisfied with your payment. Although, if you
spot a month at work that a colleague - a fresh graduate student, your age, with
equivalent grades from a comparable school, and with equivalent work experience -
receives is $ 60,000 a year, which is underedwarded.

- Definition of emotional intelligence and the importance of soft skills for

managers and teams.
What’s emotional intelligence?

Emotional intelligence (EI) could be a very important element of a successful business.

EI is that the ability to understand and facilitate emotion. Bosses with sensible EI skills
know how to show the right kind of emotions to their employees. They treat their
employees fairly and behave maturely and responsibly (Study.com., 2018).

Management with good EI skills has an influence throughout their workplace. They
attract workers who also have good emotional intelligence, who successively act well
with each other, with customers, and with other businesses they need to handle within
the course of work (Study.com., 2018).

- You are required to read 5 following articles and use at least one of five
articles to illustrate the importance of soft skills for managers and teams.
Article 1 - Importance of Soft skills development in 21st century Curriculum

Article 2 - Soft skills for the workplace

Article 3 - The Importance of Soft Skills- Education beyond academic knowledge

Article 4 - Importance of Soft Skills for an Employee and for the organization

Article 5 - Are Soft skills Important in the Workplace?

In Article one “Importance of soft skills development in 21st century Curriculum”

(Sharma, G and Sharma, P., 2011) soft skills are not visible because the content of a
domain topic but it improves the character of the person. Therefore, it is difficult to
measure soft skills as a result of they are invisible. It includes: communication skills,
communication skills, team dynamics, teamwork, visual communication, ritual, sales

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skills, presentation skills, confidence building and any. in the situation of change after
globalisation, soft skills became more important than literary research.

Moreover in today's dynamic and company world, certainly, with the growing importance
of English in communication and travel, there's an increasing importance connected to a
good knowledge of English in the employment market at the national and international
level during this economic world. English has necessary utility values in today's
economic construction, culture, and education fields. English is critical in each space of
life. If there's a barrier to English during this economic world, it should hamper the
communication. We are living in an age of dramatic and new linguistic revolution, the
creating of a worldwide language. People, particularly workers and employers, must be
trained to perform and speak in numerous things with confidence and coaching of
debates, and cluster discussions. Additionally, there ought to be sessions on etiquette,
body language, and cluster motivation and communication skills. English language
curriculum ought to serve the aim of helping the workers move forward in their chosen
path with confidence (Sharma, G, and Sharma, P., 2011).

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References
Farley, A., 2007. “Definition of 3 elements of motivation”
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Sielearning.edu., 2018. “Content theories”

Available at: at:

https://sielearning.tafensw.edu.au/MBA/9791F/BusinessServices/LO/1207_020138_605
F_02_wi/1207_020138_605F_0204_wi.htm [Accessed: 29/11/2018]

Study.com., 2018. “Maslows hierarchy of needs”

Available at: https://study.com/academy/lesson/the-needs-theory-motivating-

employees-with-maslows-hierarchy-of-needs.html [Accessed: 26/11/2018]

Sunil Ramlall, Ph.D., 2004., “A Review of Employee Motivation Theories and their
Implications for Employee Retention within Organizations”

Available at:
https://drive.google.com/drive/u/1/folders/0B7oIfM6VT4CkZnVpRmFQRzI1VTQ?ogsrc=
32 [Accessed: 30/11/2018]

Steers, R., & Porter, L. (1983). Motivation and Work Behavior (Third ed.). New York:
McGraw-Hill Book Company.

Sharma, G and Sharma, P., 2011. “Importance of Soft skills development in 21 st century
Curriculum”

Available at:
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32 [Accessed: 30/11/2018]

George, J. M., Jones, G. R., & Sharbrough, W. C. (2002). Understanding and managing
organizational behavior

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Sielearning.edu., 2018. “Process theories”

Available at:
https://sielearning.tafensw.edu.au/MBA/9791F/BusinessServices/LO/1207_020138_605
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Available at: https://study.com/academy/lesson/emotional-intelligence-in-the-workplace-

definition-meaning.html [Accessed: 30/11/2018]

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21/11/2018]

Förster-Metz, U.S. and Golowko, N., (2017): Employability skills for the Romanian
Outsourcing Industry,
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978-60692299-2-7. pp. 259-260.
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Disha, 2018. “Globalization and organizational behavior”

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Venturi, A., 2014. “Impact of technology on management and organizations”

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MacDonard, L., 2018. “Impacts of Organizational Behavior in Business”

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