Management and Organisational Behaviour (MGT5000 ) Assignment 1 Task 1: Scenario I was promoted as a junior manager attached to human resources

s department who was responsible for recruitment and resourcing activities. There were 2 junior managers including myself reporting to Jake, the manager heading the section and each of us had 3 assistants reporting to us. The other junior manager, Shamil was in charge of pay and benefits and had 3 staff reporting to him. My team of 3 assistants comprised of 2 new enthusiastic female staff, Jerry and Sherin, who were assisting me on the recruitment processes and another senior female staff Samika was looking after the resourcing processes. It was a internal transfer with a promotion for me at a time where the HR department was going through a massive structural change and I was taken to drive change while managing expectations of my subordinates, from which Samika was a difficult one as she had been in the department for more than 4 years and was not very open for change and thoroughly demotivated. The other 2 were trying to learn as much as they could while managing the daily operations and quality of work was sacrificed from time to time. I was pressured by Jake to push my staff and warn them on the mistakes they made on and off and was caught in the middle to resolve things smoothly while managing both sides. I was quite enthusiastic at the beginning to drive change and to make the department a better place despite the tremendous work load and pressure that gets cascaded down from the senior management through Jake and internal politics and favouritism disheartened me after sometime. My staff kept on complaining that the work was not equally distributed between the 2 sub units, where as the pay and benefits team usually takes long breaks multiple times during working hours and leave by 5 pm where as our team used to work longer hours starting very early around 7.30 am and goes past 8 pm most the days trying to cope up with the mass recruitment which took place during that time as the organisation was expanding to align with the new strategy. Samika was very reliable and was handling all day to day resourcing work with minimum supervision and I was counting on her, but her negative attitude towards change grew with time and appeared to be obvious from the way she reacted at department discussions. No matter how capable she was, she was not very popular amongst the senior managers as well as Jake and whatever requests she made were turned down by them. Samikas mood swings started affecting other team players who were getting frustrated to work with her in the same team. When I tried to speak to Jake on these issues, for which he was not very understanding and wanted get rid of Samika but I was not in a position to do so as she was very experienced and knowledgeable and was very good in her work except for her attitude. Things didnt settle down with time and I almost escaped from getting a marginal performance review as Jake thought I was too lenient on my staff and was not managing them well. After almost one year my boss from my previous department offered me a new position that has come up and I eagerly left the HR department with a lot of sour memories.

Task 2: Analysis of the scenario 2.1 Impact of Events on Attitudes and Perceptions

Various issues have attributed to the attitudes and perceptions of staff mentioned in this scenario. Senior employees were demotivated and demoralised due to lack of recognition, stagnated in the department for a long time handling the same job. They have lost faith of structural changes in the organisation and found the service transformation process impractical. Attitudes are judgments. They develop on the ABC model (affect, behavior, and cognition). The affective response is an emotional response that expresses an individual's degree of preference for an entity. The behavioral intention is a verbal indication or typical behavioral tendency of an individual. The cognitive response is a cognitive evaluation of the entity that constitutes an individual's beliefs about the object. (wikipedia, 2010) In this scenario, behavioural intension was used by Samika who showed her demotivation with negative behaviour and the management had an unfavourable perception towards her. Her behaviour, negatively affected other staff in the team. The management too had their own perception on the individuals. The employees were treated differently based on their negative/positive perception. A perception is a personal feeling, impression, belief,

or comprehension of an object, event, or quality that may or may not be factual. Within the Results Assessment System, results of the status or changes in perceptions are classified into two categories:

Participant perceptions: Perceptions of people having firsthand experience with systems, processes, people, goods, or services. Stakeholder perceptions: Perceptions of leaders of systems and people having a vested interest in the desired results and the means of achieving them. (Swanson R A., Elwood F.H and, III, 1999)

The 2 junior managers were not treated equally and the job responsibilities were not divided fairly which paved way to my frustration, who was once a enthusiastic performer. Limited opportunity was given to me to justify my action at the performance review where actual facts were not taken to consideration. This implies that values too influence attitudes and behaviour. It is also imperative to imply values on staff and treat them fair and appreciate their efforts to optimise performance. 2.2 Two Relevant Motivational Theories and impact of events in scenario upon the motivation of staff

Motivation can be defined as a process that is initiated by a physiological or psychological deficiency or need, which triggers a specific behaviour or drive in order to achieve a goal or incentive. It consists of three interacting and interdependent elements - needs, drives and incentives.( IBS Centre for Management Research, 2010) The key problem behind this whole scenario was de-motivation of staff. There are 2 key approaches to the study of motivation, which are the content and process theories. Consent theories offer ways to analyse individuals to identify the needs that motivate their behaviours. Process theories seek to understand the thought processes that take place in the minds of people and that act to motivate their behaviour (Wood et al. 2010, pg 83).

In this scenario process theories would apply more as it requires observing and understanding the reason behind the employees behavior and motivate them accordingly. However from the management level senior managers need to identify the needs that would motivate the behaviors of their subordinates. Following 2 theories will be discussed in relevance to the above scenario.

Content Theory- Hertzbergs Two Factor Theory

According to Frederick Hertzbergs two factor theory, an individual employee could be simultaneously satisfied and dissatisfied because each of these factors has different set of drivers and is recorded on a separate scale. Hygiene factors (dissatisfiers) are organisational policies and procedures, working condition, interpersonal relationships, base salary where as motivator factors (satisfiers) are achievement, recognition, work itself, responsibility, advancement and growth.

Effective managers have to maximise job satisfaction of their employees and simultaneously minimise job dissatisfaction (Wood et al. 2010).
Motivation was quite low across the department due to hygiene factors, and one main problem identified was lack of recognition, advancement and growth. Satisfiers should be considered and

used to increase job satisfaction, and improve motivation. Key hygiene factor missing in the department is based around interpersonal relationships. Lack of communication and understanding between the management and the peers, has affected the performance review process. However there is room for improvement by motivating the staff using necessary satisfiers already identified from the issue arisen. Process Theory - Vrooms Expectancy Theory This theory deals with motivation and management. It says that individuals have different sets of goals and can be motivated if they believe that: There is a positive correlation between efforts and performance The reward will satisfy an important need Favourable performance will result in a desirable reward The desire to satisfy the need is strong enough to make the effort worthwhile (Value based management.net,2010)
Vroom introduces three variables which he calls Valence, Expectancy and Instrumentality.

Valence (V) - is the importance that the individual places upon the expected outcome of a situation. Expectancy (E) - is the belief that output from the individual and the success of the situation are linked, e.g. if I work harder then this will be better. Instrumentality (I)- is the belief that the success of the situation is linked to the expected outcome of the situation, e.g. it's gone really well, so I'd expect praise. (Motivation peek, 2006)

Therefore the equation for motivation (M) = E x I x V When the expectancy (E) is high that the staff would get a promotion, the level of motivation (M) will also increase. If Vrooms theory was applied the staff would not have been demotivated as they would perform towards to make their expectation a reality.

2.3

Group Dynamics

Group is two or more people who share a common definition and evaluation of themselves and behave in accordance with such a definition.(Neill J, 2007) Group dynamics concern how groups form, their structure and process, and how they function. Group dynamics are relevant in both formal and informal groups of all types. (Enotes.com,2010) However group dynamics are further defined as the influential actions, processes, and changes that occur within and between groups over time (Foresyth D R, 2007) As per Tuckman's theory, there are five stages of group development: forming, storming, norming, performing, and adjourning. Group Norms are acceptable standards of behaviour within a group that are shared by the members of the group. Norms define the boundaries of acceptable and unacceptable behaviour. They are typically created in order to facilitate group survival, make behaviour more predictable, avoid embarrassing situations, and express the values of the group. (Enotes.com,2010) Permanent formal work groups perform a specific function on an ongoing basis. and such groups can vary in size from smaller departments to large divisions.A manager is responsible for the groups performance while depending on the team members to do the required work. The subject department work as a co-acting group as each person works independently but sub units exist within the department who are allocated with different tasks. Team work depends on the effectiveness of the team leaders. They should have the ability to build trust, support team decisions, utilise differences etc. (MGT5000, 2010) In this scenario manager does not give enough attention to his staff requirements and each individual was having their own issues which does not get addressed in a timely manner and leads to demotivation. Staff behaviour changed and it affected the whole team and lack of team work was visible. Voiced out opinions of staff were not taken seriously and staff lost faith in management and got more distracted. No proper guidance provided to junior managers. The situation affected the overall group performance and lack of respect/trust on each other, refusal for cooperation were noticed as disruptive behaviours which the manager should be accountable for. This scenario is a good example of a group led by a person lacking good leadership skills and failed to be a good team leader. The staff motivation issues could have been addressed much effectively, but the scenario shows poor management skills and the group functions with limited guidance.

Task 3: Recommendations Based on the discussion above, below recommendations are made regarding actions that could be taken to manage the (1) attitudes and perceptions of staff, (2) motivation of staff; and the (3) group dynamics/functioning in the scenario.
Managing Attitudes and Perceptions Feedback questionnaire Rationale

360 degree feedback can be conducted as one good way to identify what subordinates think of the boss, their attitude and perception towards you and vice versa. Employees can give their honest feedback to their superiors while keeping the identity a secret and the necessary feedback on what and what should not be done for both parties can be conveyed in a constructive manner and will allow to minimise misunderstandings. Online survey implemented for all staff with pre designed questions to identify employee attitudes toward the job, organisation, peers and the manager. This would help improve the bottom-up communications and gives the subordinates a chance to provide direct feedback and iron out any misunderstandings. Further allows to justify on the tasks youve performed, the issues which came across , and further allows you to discuss on your career progression and growth at this time of personal meetings. Both personal and official questions can be raised appropriately and resolved the issues for both parties. The managers should be given proper training on leadership coaching, performance review and mentoring and the subordinates should be sent on necessary training to build the positive attitude and interpersonal skills training. Rationale

Employee attitude surveys One to one meetings

Training programmes Actions to improve motivation Rewards Programme Appreciation

A rewards scheme can be introduced to motivate staff who have done things by going out of the way and to appreciate the hard work. This could be arranged to be a gift with a monetary value, which would motivate the staff The main reason behind the scenario was the staff were demotivated due to lack of appreciation and recognition. Appreciation of staff should be included in the agenda of the department monthly where the senior managers can appreciate staff of all levels for their significant contribution. A certificate can be given to show the achievement.

Training

Maintain a training calendar and nominate for required training programmes to enhance staff knowledge and skills.

Job enrichment

Review the job description and building motivating factors into the job content to enrich the job and to motivate staff. This would prevent staff from handling the same job for a longer time and minimise stagnation. The staff who have been doing the same job for more than 18 months can apply for other internal jobs which would help them in career progression by moving between similar or different functions and motivate staff. Rationale

Job rotation

Actions to improve Group and Team Dynamics Organise team building activities

There are numerous methods, games, techniques helping teams, leaders and facilitators to improve team work, maximise the ideas and creativity nd reach consensus (Wood et al, 2010, pg 248) it will allow the staff to work together to complete the assigned task unanimously by depending on one another and improving the qualities of a team leader.

Task 4: Reflection in relation to conclusions drawn from the scenario The scenario justifies lack of leadership. I was a newly promoted junior manager and did not receive enough support and guidance from my manager to handle my staff who were quite senior and have been demotivated for some time due to the negligence of the superiors. My lack of experience also was a setback and I would have handled the situation much differently if Im given a chance later to work under such circumstances. I was not able to handle pressure which was put on me by my managers and cascade same towards my assistants and was caught in the middle of two disagreeing parties. The concerned staff were good performers but lack of motivation has changed their behaviours, which affected the performance of the whole team. The issues got worst due to lack of proper understanding and communication which ultimately led me to move out of the department. Things would have been differently managed if the team was managed without having set perceptions. It would be challenging to motivate the staff under current circumstances, but by actioning the above recommendations, things would settle and staff would gradually look upto the management with much faith and respect. Managing the attitude and perception of the staff may create a performing successful group as attitude of employees is a vital attribute for a organisations performance and growth.

List references

Enotes.com 2010, Group Dynamics,viewed 18 Dec 2010, <http://www.enotes.com/management-encyclopedia/group-dynamics> Foresyth D R 2009, group dynamics-fifth edition, Wadsworth Cengage Learning, Belmont, USA IBS Centre for Management Research, 2010, Case studies and Management resources introduction to organisational behaviour viewed 15 Dec 2010,< http://www.icmrindia.org/courseware/Organizational%20Behavior/OB-DS8.htm> MGT5000, 2010, Management and Organisational Behaviour: study book, University of Southern Queensland, Toowoomba.

Motivation peek, 2006, Expectancy Theory Vroom),viewed 19 Dec 2010,<http://motivationcentre.blogspot.com/2006/03/expectancy-theory-vroom.html>

Neill J,23 Apr 2007, Group dynamics, processes and development viewed 18 Dec 2010, <http://wilderdom.com/Group.html> Swanson, R A, Elwood F. Holton, and III 1999, "Chapter 9 - Perception Results Measuring Participant and Stakeholder Outcomes". Results: How to Assess Performance, Learning, and Perceptions in Organizations. Berrett-Koehler Publishers viewed 19 Dec 2010, <http://common.books24x7.com.ezproxy.usq.edu.au/book/id_1922/book.asp> Value based management.net, 2010,viewed 18 Dec 2010,<http://www.valuebasedmanagement.net/methods_vroom_expectancy_theory.ht ml> Wikipedia, Dec 2010, Attitude (Psychology), viewed 19 Dec 2010, <http://en.wikipedia.org/wiki/Attitude_(psychology)> Wood, J, Zeffane, R, Fromholtz, M, Wiesner, R & Creed, A 2010, Organisational behaviour, 2nd Australasian edn, John Wiley & Sons Australia, Milton, Qld.