Assignment On Organisation Behaviour Course Business Essays

primary factor in the effectiveness of integration and successful performance within an organization is leadership. Social influence theory suggests that trust between employees and leaders plays a crucial role in this. Drawing upon organizational behavior theories, it can be concluded that performance improvement relies on building organizational commitment and ensuring managerial effectiveness.

Organizational Culture:

Organizations develop their culture through their history, traditions, structure, and goals. Organizational culture provides insight into the mission, leaders, rituals, beliefs, values, and typical behavioral patterns of an organization.

The past accomplishments and strengths of an administration contribute to its civilization.

Different types of Organizational culture include:

• Power culture, characterized by the authority of a few individuals who make important decisions for the administration.
• Role culture, commonly found in large hierarchical organizations where managers have clearly defined roles and follow rules and regulations.
• Task culture, formed when teams collaborate to complete specific projects, allowing for empowered decision-making.
• Person culture, which is unique as it allows individuals to freely express themselves and make decisions.
• Culture change involves transitioning an administration from one form of culture to another through a change program.

Motivation and rewards:

Motivation is influenced but not created behaviorally. Even highly motivated individuals may experience frustration, discouragement, or exhaustion

during a project.

It is important for team members to know that they are valued and their efforts and good work are appreciated. While directors generally understand the impact of both intrinsic and extrinsic motivation on performance and job satisfaction, there are complexities in how these different types of motivation and rewards affect behavior. One challenging aspect arises when external rewards are given for work that was originally done out of interest. Recently, the consequences of this interaction have been extensively debated because the impact of external rewards on intrinsic motivation has significant implications for managing incentives in work and study environments where both types of motivation often coexist. It has been determined that external rewards can decrease intrinsic motivation, although this is not always true.

The majority of published research primarily focuses on motivation's impact rather than performance. However, there are observable effects on performance and some empirical findings partially support theoretical predictions. Intrinsic motivation causes individuals to be more aware of a wide range of things while also paying close attention to complexities, inconsistencies, recent events, and unexpected possibilities. They require time and freedom for decision-making, gathering and processing information, as well as appreciating well-rounded and integrated products. These factors can lead to deeper learning and more creative output. Conversely, extrinsic rewards tend to narrow attention and limit perspectives in terms of time, potentially resulting in more efficient production of predetermined or standardized products.

The impact of intrinsic motivation on job satisfaction and commitment is significant. Intrinsic motivation refers to being stimulated and fulfilled by the activity itself, rather than solely focusing on the outcome. In contrast, extrinsic motivators emphasize rewards or recognition. For example, someone

may work diligently on a project for the purpose of receiving a paycheck or social approval, driven by the need to fulfill a requirement or accomplish a goal – this represents extrinsic motivation. Conversely, intrinsic motivation is more desirable as it arises from initial interest sparked by new information and leads to a desire for further engagement.

Training:

Small businesses rely on well-trained employees for success, as research has shown that extensively trained employees are the most productive and successful. These employees are highly motivated and deeply committed to the company's future. By implementing employee training and development programs, organizations can have a significant impact by equipping their staff with additional skills that enhance safety, productivity, job satisfaction, and overall corporate performance. In addition to general training, it is vital to provide situational training so that personnel can make informed decisions that benefit both customers and the company. The quality of employees and their growth through training significantly contributes to determining long-term profitability for small businesses.

Investing in employee development is crucial for attracting and retaining talented individuals. Training and development programs have several benefits, including creating a more efficient and motivated team, improving the company's competitive position, boosting employee morale, ensuring enough human resources for expansion into new areas, and achieving specific advantages like increased productivity, lower turnover rates, improved efficiency resulting in financial gains, and reduced need for supervision. Additionally, as employees become more valuable to both the company and society as a whole, they also experience an enhanced sense of dignity, self-respect, and overall well-being. Ultimately, this increased productivity leads to personal satisfaction as well as the accomplishment of organizational goals.The text presents a

case study on Sutherland, a BPO firm that was established in 1986. Sutherland Global Services is an international company offering BPO and Technology Enabled services for both back-office and front-office operations to support the entire customer lifecycle. It is considered one of the largest independent BPO companies worldwide. The headquarters of Sutherland are situated in Rochester, N.Y., employing more than 26,000 professionals. With a presence across multiple countries including the United States, Canada, Mexico, Nicaragua, India, the Philippines, Bulgaria, and the United Kingdom; Sutherland operates from 25 global delivery centers. The author shares their prior experience as a Customer Sales Executive at an Indian BPO before joining Sutherland.

In my personal experience, I had the privilege of working with talented leaders who set high standards for their team. The leadership provided was exceptionally generous, allowing every employee to voice their opinions and change roles to enhance direction or showcase different activities. Despite job position, all employees received adequate training as a top priority.

The primary objective of employee training was to provide them with the essential abilities and self-assurance to handle any work-related situation. Furthermore, the system for motivating and rewarding employees was exceptional. Employees themselves exerted substantial effort to attain specific objectives, which made them feel distinguished in comparison to their peers. Additionally, two categories of rewards were granted to employees. The initial category encompassed monetary incentives such as bonuses, Arius, and commissions. The second category comprised formal rewards like individual assessments, promotions, and recognition.

The text discusses the obstacles that can impact the performance of an organization. It specifically focuses on inner struggles that can arise within a company. According to Warren (2003), these struggles often

occur when there is a lack of communication between departments or individuals. Additionally, a lack of enthusiasm among employees and a difference in vision for the management system can also contribute to internal conflicts. These conflicts can be detrimental to overall management and lead to disagreements between employees at different levels, such as top, middle, and lower management. Many companies employ conflict management models to address these struggles and promote behavioral change and effective communication.

A self-assertive struggle involves competition and cooperation, while a non-assertive struggle involves avoidance and adjustment in the form of cooperative and non-cooperative methods of solving internal conflicts. Additionally, individual differences such as gender or cultural diversity can impact the company's internal environment, leading to a loss of trust and lack of unity in teams, as well as a decrease in overall team cohesion. Another reason for internal conflicts is the generation gaps among employees in the same departments, where younger generations may have more independent ideas and be more enthusiastic about adapting to new working methods, causing conflicts to arise between them. According to Daniel (2001), accepting change is a sudden shift in the work environment or an upgrade in the system, which can make it difficult for employees to adjust to the new changes.

Many employees in households face difficulties when it comes to accommodating system upgrades or new job changes. This is because they have grown accustomed to working in a specific way. Introducing a new system poses a great challenge for these employees, leading to conflicts. To illustrate this point, let's examine the case of the State Bank of India. During the bank's upgrade and computerization process, there

arose a major issue. The employees had been using the traditional system for over three decades and had no familiarity with computers. Consequently, adapting to the computerized system proved extremely difficult for them.

But after providing them with a lot of preparations, it finally came into existence. Therefore, it is the best example that can explain it in more detail.

The Changing Nature of Modern Work Administration:

New forms of work administration have emerged in the last 25 years, known as modern work administration. Many organizations have embraced these new forms and have become more successful in their work administration.

New engineering has restructured work, introducing new looms that aim to improve product quality and reduce inventory levels. Employee engagement can either give employees control over their work lives or enable them to discuss work administration while maintaining existing authority relationships. Over time, there have been significant changes in work administration, transitioning from traditional structures in the 19th century to modern structures in the 21st century. Traditional work organizational structures were hierarchical, divided into functional departments, whereas modern work organizational structures are flatter and include process teams.

In traditional work administrations, employees were controlled and only given specified tasks, while in modern work administrations, employees are empowered and perform multiple tasks. In traditional work administration, directors and executives acted as supervisors and scorers, but in modern work administration, they are managers and leaders. The working system value was protective in traditional work administration, whereas it is productive in modern work administration. In traditional administration, new occupations began with training, but in modern work administration, they start with acquiring skills.

The publicity of employees in traditional work administration was determined

by their public presentation and activities, while in modern work organization, their promotion is based on their ability and the results of their activities. The changing nature of modern work administration can be attributed to factors such as globalization, the increasing focus on customer-oriented markets, changes in communication technology, the rapid spread of Information technology, and global competition. Modern work administration is now more flexible and has undergone fundamental changes from previously accepted management theories and techniques. Additionally, social, economic, and legal factors have influenced the concept of corporate societal responsibilities (CSR) and business ethics. The philosophy of modern work administration is centered around trust among employees, teamwork, individual responsibilities, and the personal development of staff members.

'Management is crucial for the efficiency of an organization and is involved in every aspect of its operations.' I agree with this statement because effective administration is vital for successful management. Employees achieve organizational goals through the guidance, direction, and integration provided by management. Without people, there would be no administration or productive activity, so it is the responsibility of management to effectively handle people. Managing people effectively within the organization is incredibly important because while the organization may own physical resources, it does not own human resources.

Peoples have their own feelings, perception, attitude, thoughts, and working style towards administration. Therefore, the role of successful management is to integrate individuals and the organization. The changing nature of modern work administration also affects management, but it is the integrating activity of management that permeates every part of the operations of the organization.

Management as the foundation of organizational effectiveness:

Management involves a collection of diverse functions undertaken to successfully achieve an organizational

goal. In simple terms, management is all about 'getting things done'. The term management may have been defined recently, but it was present at a time when humanity started learning the art of organizing and planning.

According to Peter Drucker (1993), direction is the process of providing knowledge to determine how existing knowledge can be best applied to produce results. It also involves applying knowledge systematically and purposefully to determine what new knowledge is needed, whether it is feasible, and what actions need to be taken to make knowledge effective. In other words, management is an innovative and efficient flow of knowledge that can be applied to achieve organizational goals by utilizing people and other resources effectively. There are two main types of management theories: one focuses on efficiency, while the other focuses on effectiveness. Efficiency is about doing things correctly, while effectiveness is about doing the right things. A combination of efficiency and effectiveness is crucial for good management. Organizational effectiveness depends on factors such as organizational structure, operations, management processes, and employee behavior at work, but management is the key factor for organizational effectiveness.

The process of leadership is impacted by legal, societal, and environmental factors. There are five primary types of managerial functions: organizing, commanding, planning, coordinating (integrating), and controlling. Organizing is the key responsibility of a director, involving overseeing tasks and assignments carried out by individuals within the organization. Commanding is an important function that involves giving orders and instructions to individuals and expecting them to be implemented in order to achieve organizational goals. Coordinating (integrating) is an essential function where all activities are arranged, adjusted, and integrated in a timely manner to

ensure smooth operation of the organization. Controlling is a supervisory function that involves directing, inspecting, and controlling individuals and teams.

Planning is a crucial function of a director, as it determines what needs to be accomplished and how it should be done. This is evident from the discussion above by Bounds G, Yorks L, Adams M, and Ranney G (1994). It is evident that direction is essential for organizational effectiveness. Without direction, it becomes difficult to carry out all operations and achieve organizational goals.

Management as an integration activity:

Management is diverse and is embraced at all levels of the organization, as it serves as an integrating activity.

Directors need to successfully achieve organizational goals. All organizations strive to have effective managers, and the quality of management plays a crucial role in organizational effectiveness. Various factors impact organizational behavior, including the individual, group dynamics, the organization itself, and the environment. Individual members are a vital part of organizations, and studying organizational behavior requires understanding individuals. Conflicts may arise when the needs and desires of individuals do not align with those of the organization. Therefore, management must integrate individuals and the organization in order to achieve organizational goals.

Groups are important in organizational work and performance and can be either formal or informal. They often develop their own hierarchies and leaders, which can influence individual personality behavior and performance. It is crucial for managers to understand group processes in order to facilitate integration. The administration, on the other hand, creates a prescribed organizational structure that governs the internal relationships between management and employees.

The implementation of order and systems among staff and directors is provided by

organisational design. This design influences the behavior of individuals within administrations, so direction is necessary to guide the administration towards achieving organizational goals by integrating its activities. The administration's ability to achieve its goals is also impacted by external factors such as technological and scientific development, economic activity, societal and cultural influences, and the actions of authorities. Therefore, management needs to consider and incorporate the opportunities and threats presented by the external environment in order to achieve its goals. Management encompasses the Individual, the group, the administration, and the environment, all of which influence the behavior of the administration. The improvement of the relationship between individuals and the administration is based on four key points.

Management should improve organizational procedures to help individuals within operations effectively carry out their jobs and achieve optimal output with fewer inventory. Additionally, management needs to coordinate the efforts of individuals within the administration to create a new organizational climate where they can work more efficiently and willingly. They should also implement a coherent pattern of activities throughout the entire work administration, which can enhance employee productivity and work style. Lastly, management must provide motivation and rewards to individuals within the administration to meet the needs of people at work.

It is crucial for employees to have job satisfaction and motivation in order to work diligently towards achieving organizational goals. As discussed above, management plays a vital role in integrating all aspects of the administration's operations. Without effective management, it becomes difficult to carry out all operations and achieve organizational goals.


Reference:

These changes can lead to various outcomes. Computers can create both new and challenging jobs, as well as streamline existing

tasks. There are ongoing debates regarding the novelty and effectiveness of these new forms of work organization in enhancing productivity, as well as disagreement on whether they enable workers to work more intelligently or simply enforce harder work.

At the same time, many proposals that advocate for increased worker control are seen as conflicting with management rights.

Conclusion

This comprehensive study examines various aspects that contribute to organizational performance improvement, including employee development, rewards and motivation, and maintaining a healthy work environment through effective leadership. A case study of a BPO company is also highlighted to provide examples and strategies for overcoming performance-related challenges in an organization.