PROJECT REPORT IN THE SUBJECT (COC202) ORGANIZATIONAL BEHAVIOUR
TOPIC: ORGANISATIONAL BEHAVIOUR AND ITS RELATION TO MANAGEMENT ROLLNO: 105105-2015 CLASS: MCOM PARTPART - I
POST GRADUATE DEPARTMENT OF COMMERCE ST. XAVIER’S COLLEGE, MAPUSA -GOA ACADEMIC YEAR 20152015 -2016
INDEX CHAPTER
PG.NO.
NO.
CONTENT
1
INTRODUCTION
3-9
2
RESEARCH DESIGN
10
3
CASE STUDIES
11-20
4
CONCLUSION
21
5
BIBLIOGRAPHY
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CHAPTER 1: INTRODUCTION 1.1 INTRODUCTION TO ORGNISATION BEHAVIOUR
Organizations are social systems. If one wishes to work in them or to manage them, it is necessary to understand how they operate. Organizations combine science and people – technology and humanity. Unless we have qualified people to design and implement, techniques alone will not produce desirable results. Human behavior in organizations is rather unpredictable. It is unpredictable because it arises from people‘s deep-seated needs and value systems. However, it can be partially understood in terms of the framework of behavioral science, management and other disciplines. There is no idealistic solution to organizational problems. All that can be done is to increase our understanding and skills so that human relations at work can be enhanced. 1.2 CONCEPT OF ORGNISATION BEHAVIOUR
Organizational Behavior is field of study that investigates the impact that individuals, groups and structure have on behavior within organization. It is the study and application of knowledge about how people act within organizations. It is a human tool for human benefit. It applies broadly to the behavior of people in all types of organizations, such as business, government, schools and services organizations. It covers three determinants of behavior in organizations: individuals, groups, and structure. OB is an applied field. It applies the knowledge gained about individuals, and the effect of structure on behavior, in order to make organizations work more effectively. OB covers the core topics of motivation, leadership behavior and power, interpersonal communication, group structure and process, learning, attitude development and perception, change process, conflict, job design and work stress.
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1.3 LITERATURE REVIEW : Prabha Renuka Horo Frederick, -Global Journal of Finance and Management,
The following paper is conceptual in nature and it attempts to explain what Organisation Behaviour is and its role in management of business. Understanding Organisational Behaviour has become very important for managers today. Globalization has presented challenges and opportunities for Organisational Behaviour. Various changes such as increase in the number of women employees, corporate downsizing, and increase in number of temporary workers are taking place in the organisations. Business is shifting to where the technology is. One can say that Business has become technology driven. There are a lot of challenges and opportunities for managers to use organisational behaviour concepts. Organisational Behaviour focuses on how to improve productivity, reduce absenteeism, turnover and deviant workplace behaviour and increase organisational citizenship behaviour and job satisfaction. It is concerned with the study of what people do in an organisation and how their behaviour affects the organisations performance. Belal A. Kaifi, and Selaiman A. Noori - Journal of Management Policy and Practice
This study is based on the topic -organizational behavior: a study on managers, employees, and teams. Advancements in technology and skill diversity have fostered a modern workplace of skill and workflow interdependencies. Hence, for success in today‘s business world, it is imperative for organizations to understand the forces that impact team outcomes. This study on 100 managers from the same organization shows that female managers have higher communication skills when compared to male managers, but are also more influenced by group think. A total of 200 employees from this organization were also studied and the results show that female employees contribute to team outcomes more than male employees. Implications for researchers, managers, and human resource professionals are considered
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1.4 ORGANISATIONAL BEHAVIOUR AND ITS RELATION TO MANAGEMENT 1.4.1 WHY MANAGERS NEED TO UNDERSTAND ORGANISATIONAL BEHAVIOUR AND ITS THEORIES
OB studies the behaviour, attitudes and performance of people in organisations. This field puts the lens of analysis on how employees‘ work contributes to or detracts from the effectiveness and productivity of the organisation. The field has three units of analysis: the individual, the group and the organisation (competitive advantage once again). A ‗micro‘ – individual-employee level – aspect of OB emphasizes the first two units of analysis and stresses topics such as personality traits (individual differences), employee attitudes and motivation to work, leadership, group formation and group decision making. The ‗macro‘ or big-picture approach addresses the organisation as the primary unit of analysis. This is called organisational theory, and its focus is on the topics of organisational structure and organisational design . OB draws support from the fields of individual psychology (personality and cognition), social psychology (people interacting), industrial psychology (people at work), political science (power and influence), anthropology (cultural systems) and economics (incentives and transactions). 1.4.2 WHAT IS THE RELATIONSHIP OF MANAGEMENT TO ORGANISATIONAL BEHAVIOUR?
The traditional field of management is defined as the process of planning, organising, leading and controlling the human, material and financial resources of an organisation. Managers are individuals who achieve intended organisational objectives by selecting and deploying at the right time and at the right place the processes noted above. The traditional and highly repetitive responsibilities of managers have been supervising and motivating subordinates and reporting unit results to the next highest level in the chain of command. Newer definitions of management de-emphasize recurring processes while stressing the importance of the manager as an ‗enabler (facilitator) of employee performance‘ instead of the much more traditional ‗activities‘ approach suggested above.
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Contemporary views of management emphasis the managerial roles of ‗coaching‘, integrating, advocating, tracking (and sharing with employees) key aspects of unit performance, and allocating resources among more independent (and trusted) employees and their self- directed teams. Unlike OB and OT, the definition of management is not static, and you will see how it evolves naturally to keep up with the rising complexity of modern organisations. A significant relationship exists between OB and management. OB attempts to explain human behaviour in organizations in terms of valid theories. Many of these theories address problems that managers face on a regular basis, for example motivation of subordinates, effectively charting the firm‘s strategic direction, delivering superior customer ser vice, coaching and integrating the work of self-managed teams, and creating reward systems that recognise individual achievement in the context of high-performance work cultures that rely heavily on digital technologies in the hands of self-directed teams. Managers and supervisors are held accountable by their superiors for achieving the firm‘s goals. As a consequence, they often look for theories that help them interpret organisational events and processes in behavioural terms. OB contributes knowledge in critical areas important to any manager. So, part of the answer to the question above is that OB is concerned with describing and explaining organisational phenomena while management is a set of applied problem-solving skills that can be deployed to sustain, protect or improve the firm‘s competitive advantage. 1.4.3 WHAT ROLE DOES MANAGEMENT PLAY IN ORGANISATIONAL PROBLEM SOLVING?
Supervisors and managers are responsible for the day-to-day work of the organisation. They do not directly produce specific goods and services. Instead, they supervise the work of subordinates who do produce goods and services. In this context managers are responsible for supporting operational effectiveness, or the optimization of production and delivery of goods and services. By its nature, operational effectiveness examines how the firm performs in relation to its own standards and to its rivals‘ standards (to the extent to which they are known). On a dayto-day basis managers can strive to make products faster, to use fewer inputs or to reduce defect rates (or some combination of the three). A manager‘s responsibilities in operational effectiveness reduce to three components: 6
1. A technical component concerned with the efficient use of resources to achieve output goals, and the application of technology to achieve productivity goals. 2. A conceptual component concerned with the development of new systems and methods of operation. An example would be creating a smartphone application to give salesmen up-to-theminute pricing f or rival firms‘ products. 3. A human component concerned with workforce and employee well-being. Examples of this are launching a programme to assist troubled employees or designing an employee health programme to reduce insurance costs. The amount of time a manager spends on these activities is a function of his level in the organisational hierarchy. Generally speaking, technical work occupies most of the time of firstline supervisors. They spend far less time on conceptual and human work. For middle managers it is generally true that conceptual workload and human workload both increase while technical workloads diminish. Top executives spend the bulk of their time engaged in conceptual and human work. An example of their conceptual work would be strategic planning (building and holding competitive advantage and sustaining operational effective- ness). Managing workforce pay and benefits and authorizing training and development are human components of executives‘ work. 1.4.4 MANAGEMENT AND TECHNICAL PROBLEM SOLVING
Virtually all firms want managers and employees to be technical problem solvers in the areas of product and service quality improvement. Managers are promoted almost always on their ability to resolve complex technical issues, for example new process and product development or the creation of better distribution systems, more accurate pricing systems and enhanced service delivery systems. The ‗glitch‘ in many organisations is that managers are mistakenly promoted on the basis of their technical work expertise alone. Managers, being rational, wish to acquire technical skills in their careers because they know that their employers will reward them for these skills. This seduces managers to make all job challenges fit their technical work skills. This may work on low-level managerial challenges but not on higher-level ones. And so, in entrylevel managerial positions, we find that managerial success is too narrowly defined in technical terms. 7
If managers demonstrate conceptual and human skills as well, their promotion prospects and, more importantly, their performance potential are both greatly enhanced. These seasoned managers become candidates for executive positions precisely because they have moved beyond conceptualizing managerial problems purely in technical terms. The missing ingredient in the skill mix of many ambitious managers is capability (expertise) in the human component of managerial work. Executives and managers with ‗poor people skills‘ demoralize the workforce and thereby reduce the firm‘s operational effective- ness. There is no faster way to tear down competitive advantage. Much of the content of this text is aimed squarely at reviving the workforce so that it is a willing and enthusiastic contributor to competitive advantage. This practical (and pressing) need creates a wide and well-trod bridge between OB and management. 1.4.5 WHY DO MANAGERS CARE ABOUT OB?
According to researchers, when managers are interviewed about the problems they face, they invariably turn to annoying workplace issues. The quotes that follow are fairly typical.
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manager of special events: ‗My employees won‘t give that extra 5 per cent when a crisis occurs on the convention floor.‘ A sales manager: ‗My sales staff is constantly making errors in quoting prices and deliver- ing service. How can I get them to be more customers focused?‘ A union official: ‗We no longer have members who are committed to union values. They carry their cards, and that‘s all.‘ A marketing manager: ‗My employees refuse to work with the fellows from production. They believe production managers are only interested in output quotas and inventory control. Their poor customer orientation is causing us severe problems in our product warranties.‘ The problems noted above are aptly referred to as ‘people problems’, and each one represents an opportunity for a manager to apply knowledge of OB in his or her job .
Seasoned managers with knowledge of OB are able to find creative solutions to the problems just noted because they know the following to be true.
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1. Behavioural theories help solve problems in the work setting. Managers use objective methods to attack problems related to the needs of employees and the interests of the organisation; these often conflict. 2. Knowledge of new behavioural theories expa nds the manager’s skill set. Managers must scan new developments in OB to ensure that their practices are up to date. 3. An understanding of behavioural theories helps managers evaluate proposed solutions to behavioural problems in their organisations. Just as you need knowledge of accounting and finance, you need knowledge of behavioural theories to predict how employees and organisations will act.
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CHAPTER 2: RESEARCH DESIGN
2.1 OBECTIVES OF THE STUDY
To study the concept of OB.
To study, why managers need to understand OB.
To study relationship of management and OB.
To study the role of management/owners in organisation problem solving.
To study various case studies related to organisation problem-solving.
2.2 SCOPE OF THE STUDY
The scope of the study has been limited to only 5 case studies and data has been taken from secondary source only.
2.3 RESEARCH METHODOLOGY
The study has been conducted using secondary data i.e. through internet
2.4 LIMITION OF THE STUDY
The study has been confined to only five case studies.
Time was the importing limiting factor for deciding the scope of the study.
The compiled data is based on secondary data only.
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CHAPTER 3: CASE STUDIES 3.1 ROLE OF MANAGERS IN ORGANISATION PROBLEM-SOLVING : CASE STUDIES CASE STUDY 1: THE TYLENOL CRISIS, 1982 Causes of the Problem:
In October of 1982, Tylenol, the leading pain-killer medicine in the United States at the time, faced a tremendous crisis when seven people in Chicago were reported dead after taking extra-strength Tylenol capsules. It was reported that an unknown suspect/s put 65 milligrams of deadly cyanide into Tylenol capsules, 10,000 more than what is necessary to kill a human. The tampering occurred once the product reached the shelves. They were removed from the shelves, infected with cyanide and returned to the shelves. In 1982, Tylenol controlled 37 percent of its market with revenue of about $1.2 million. Immediately after the cyanide poisonings, its market share was reduced to seven percent. What the management of Johnson & Johnson Company did:
Once the connection was made between the Tylenol capsules and the reported deaths, public announcements were made warning people about the consumption of the product. Johnson & Johnson was faced with the dilemma of the best way to deal with the problem without destroying the reputation of the company and its most profitable product. Following one of our guidelines of protecting people first and property second, McNeil Consumer Products, a subsidiary of Johnson & Johnson, conducted an immediate product recall from the entire country which amounted to about 31 million bottles and a loss of more than $100 million dollars. Additionally, they halted all advertisement for the product. Although Johnson & Johnson knew they were not responsible for the tampering of the product, they assumed responsibility by ensuring public safety first and recalled all of their capsules from the market. In fact, in February of 1986, when a woman was reported dead from cyanide 11
poisoning in Tylenol capsules, Johnson & Johnson permanently removed all of the capsules from the market. Once the product was removed from the market, Johnson & Johnson had to come up with a campaign to re-introduce its product and restore confidence back to the consumer. Solution:
Tylenol products were re-introduced containing a triple-seal tamper resistant packaging. It became the first company to comply with the Food and Drug Administration mandate of tamper-resistant packaging. Furthermore, they promoted caplets, which are more resistant to tampering.
In order to motivate consumers to buy the product, they offered a $2.50 off coupon on the purchase of their product. They were available in the newspapers as well as by calling a toll-free number.
To recover loss stock from the crisis, Johnson & Johnson made a new pricing program that gave consumers up to 25% off the purchase of the product.
Over 2250 sales people made presentations for the medical community to restore confidence on the product.
Tylenol's basis for its crisis management program:
The reason Tylenol reacted so quickly and in such a positive manner to the crisis stems from the company‘s mission statement. On the company‘s credo written in the mid-1940‘s by Robert Wood Johnson, he stated that the company‗s responsibilities were to the consumers and medical professionals using its products, employees, the communities where its people work and live, and its stockholders. Therefore, it was essential to maintain the safety of its publics to maintain the company alive. Johnson & Johnson‘s responsibility to its publics first proved to be its most efficient public relations tool. It was the key to the brand‘s survival. Tylenol is one of thousands of companies who have faced a crisis that can be destructive to its company if not handled properly. In 1999, 17 years later, when Coca-Cola was faced with a crisis of its own, Nick Purdom of PR Week wrote that "the PR industry has an important role to play in helping companies identify and manage risks that could damage their reputation."
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CASE STUDY 2: FIFTH AVENUE GLASS GALLERY: Problem
During the summer months, when temperatures increased, employees of the Fifth Avenue Gloss Gallery opened the large 15- xl O-foot sliding back delivery door and windows in an attempt to cool the gallery down as they worked blowing glass. During these same summer months, residents of the Charlesgate Apartments, located directly behind the Fifth Avenue Glass Gallery, would arrive home from work and open their windows in an effort to increase the circulation in their apartments and displace the heat that accumulated during the day. The only separation between the glass gallery and the 60-unit apartment building was a narrow 15-foot aliey. As a result, at least two or three times a week during the summer, residents of the Charlesgate Apartments called 911 complaining about the noise originating from the Fifth Avenue Glass Gallery. At all other times of the year, complaints were not made since the back delivery door and windows of the gallery, as well as the apartment windows, remained closed due to the cooler weather. In the typical response, officers arrived at the scene, contacted the complainant, and asked the employees in the gallery to reduce the noise. While employees were always courteous to the officers and complied with requests to close the delivery door and windows and to turn down their stereo, the problem persisted. Officer Hayes, the community police team officer assigned to the area, decided to take additional measures to address the problem, Causes of the problem
In speaking with the manager/officer of the business and surveying the property, Officer Hayes discovered a number of factors contributing to the noise complaints. First, the business functioned as a working glass blowing studio utilized by a number of different, independent glass artists. Consequently, while officers repeatedly responded to the scene and requested that individuals in the studio close the sliding delivery door and windows, different artists constantly rotated through the studio and were rarely aware that officers had been called to the business previously for noise disturbances.
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Second, artists typically worked weekdays in the studio until 9:00 p.m., sometimes even later. Therefore, when Charlesgate residents returned home from work in the evening, the artists were still in the gallery working on their projects. Third, Officer Hayes recognized that the placement of the stereo employees played while working contributed significantly to the problem. Specifically, the stereo was situated next to the back delivery door. As such, no barriers existed to prevent the noise from carrying across the alley over to the apartments. Solution to the issue:
From this meeting, the owner agreed to take proactive steps to reduce the complaints. He instituted a policy, which he explained to each artist who utilized the studio, that limited the hours the back delivery door and windows could be opened during the summer. Since the complaints occurred in the evening hours when residents of the Charlesgate Apartments returned home form work, the owner mandated that the delivery door and windows close at 5:00 p.m. additionally, he relocated the stereo to the other side of the business in an effort to reduce the noise that carried across the alley. Through taking these steps, noise complaints were eliminated and everyone benefited. Patrol officers were no longer called to the scene to handle these repeat complaints, Charlesgate Apartment residents were no longer disturbed by the galley. And the owner of the gallery was made aware of the problem and allowed the opportunity to address the issue before it escalated any further. CASE STUDY 3: NUCOR CORPORATION-STEEL MANUFACTURING; MOTIVATE WORKERS AND REDUCE EMPLOYEE TURNOVER Problem
Producing steel is hot and demanding work. Employees who are motivated are much more productive, as evidenced by Nucor‘s success. Manufacturing steel is not a glamorous job. The industry is beset by many problems, and more than 40 steel manufacturers have filed for bankruptcy in recent years. Most young employees do not view working at a steel mill as their dream job. Yet, one company distinguished itself from all the rest by remaining profitable for over 130 quarters and by providing an over 350% return on investment to shareholders. The company is clearly doing well by every financial metric available and is the most profitable in its industry. 14
Solution:
How do they achieve these amazing results?
For one thing, every Nucor Corporation employee acts like an owner of the company. Employees are encouraged to fix the things they see as wrong and have real power on their jobs.
When there is a breakdown in a plant, a supervisor does not have to ask employees to work overtime; employees volunteer for it. In fact, the company is famous for its decentralized structure and for pushing authority and responsibility down to lower levels in the hierarchy. Tasks that previously belonged to management are performed by line workers.
Management listens to lower level employees and routinely implements their new ideas.
The reward system in place at Nucor is also unique, and its employees may be the highest paid steelworkers in the world. In 2005, the average Nucor employee earned $79,000, followed by a $2,000 bonus decided by the company‘s annual earnings and $18,000 in the form of profit sharing. At the same time, a large percentage of these earnings are based on performance.
People have the opportunity to earn a lot of money if the company is doing well, and there is no upward limit to how much they can make. However, they will do much worse than their counterparts in other mills if the company does poorly. Thus, it is to everyone‘s advantage to help the company perform well. The same incentive system exists at all levels of the company.
CEO pay is clearly tied to corporate performance.
The incentive system penalizes low performers while increasing commitment to the company as well as to high performance.
Nucor’s formula for success seems simple: Align company goals with employee goals and
give employees real power to make things happen. The results seem to work for the company and its employees. Evidence of this successful method is that the company has one of the lowest
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employee turnover rates in the industry and remains one of the few remaining nonunionized environments in manufacturing. CASE STUDY 4: PROBLEM-SOLVING APPROACH OF MOBARAKEH STEEL COMPANY:
This study illustrates a case study on how problem solving techniques were applied in Mobarakeh Steel Company (MSC) to identify and resolve a problem in the production line. More specifically, this case study examines the problems of the deviation in the baking machine at the pelletizing unit of MSC. Being one of Iran‘s largest steel makers, Mobarakeh Steel Company is an Iranian company, placed 65 km south west of Esfahan, close to the city of Mobarakeh, Esfahan Province, Iran. It is one of the largest industrial complexes working in Iran. Problem-Solving Approach
The quality improvement projects at MSC use either a group-oriented or problem- oriented approach (Figure 1). In a group-oriented approach, after forming the improvement group, several steps are undertaken to identify the problem and improvement opportunities. However, in a problem-oriented approach, the main focus would be on the problem. Only after identifying the problem can the necessary teams and groups for handling the problem be formed. Figure 1:
*Group Oriented
*Problem Oriented
forming the group and then identifying the problem
identifying problem and then forming group
In the current study, a problem-oriented approach was applied. First, a major problem in the production line was identified which was related to the erosion of the rails and the wheels of the
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baking machine in the pelletizing unit. Then, the necessary team to address the problem was formed. The group comprised of 9 chief members, 4 guest members, and 1 assistant, who were a combination of technical experts, production managers and quality control staff. The group thoroughly investigated the assigned problem on the deviation of the baking machine in the pelletizing unit and identified that the extreme deviation of the unit to the left in one of the production lines had caused numerous problems including the erosion of the rails and the wheels, making excessive noise, and damaging the wheels‘ bearings. Thus, the key problem to address was the conveyor deviation. To remove the negative effects of this problem, the group aimed to remove the key causes through addressing the problem of the deviation in the conveyor of the baking machine. In order to identify the causes of the problem, fish-bone analysis was performed (Figure 2) and the major causes were determined under six main categories, namely Materials, Methods, Machines, Measurements, Environment and People. Figure 2: Fishbone Analysis
This stage aimed at identifying the principle causes of the problem and solutions to minimize or resolve them. The findings of this step revealed that: Causes:
the major causes of the problem included staff not following guidelines in accordance to the map, deformation of the edges, insufficient training of the maintenance staff, and lack of 17
sufficient time for maintenance. In other words, it comprised of both human error in not following the guidelines and having insufficient training, and equipment deficiency in terms of the parts (i.e. edge deformation) and insufficient maintenance. Solution:
The next stage involved assessing the proposed solutions by the team members and selecting the most suitable one to address the causes of the problem. Overall, the team identified four potential solutions to the problem, including the use of a shifting device to make standard ironstone pellets, using a scheme plate to balance the conveyor on the rails, using standardised pellets, and positioning pellets in the centre of baking rail. However, after examining all aspects of the proposed solutions and their potential impacts on production, they eventually selected the use of shifting device as the appropriate solution to the problem, as after lengthy consideration of the options a majority of group members supported this solution. A shifting device was installed in the production line and the team monitored its impacts. It was found that the shifting device significantly reduced the problem. Concluding remarks:
The current short case study on the problem-solving approach utilized by the Mobarakeh Steel Company to address a problem in the production line serves as a benchmark. The problemoriented approach applied by MSC started by understanding the problem in depth and forming the necessary team of experts and staff to analyze the problem and explore its potential causes. Then, through group discussion on the problem and its principle causes, several potential solutions to address the problem were proposed and the most suitable one was selected and implemented gradually. The selection of the solution was made by the group after comprehensive consideration of each alternative. The results of the solution implementation were constantly monitored by the team and upon satisfactory results, it was fully implemented, standardized and documented for future reference. CASE STUDY 5: PROJECT MANAGEMENT AT GLOBAL GREEN BOOKS PUBLISHING
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Global Green Books Publishing was started two years ago by two friends, Jim King and Brad Mount, who met in college while studying in Philadelphia, USA. In the new business Jim focused on editing, sales and marketing while Brad Mount did the electronic assembly and publishing of books for Global Green Books. Their business was successful and profitable in the first two years, largely due to contracts from two big businesses. In their third year they got very busy thanks to their third major customer, a local college that needed customized eBooks. They hired several part time employees to help them with their publishing business. Problem:
But by the end of third year of operation, Global Green Books started experiencing critical problems. They were:
Unable to leverage all the new employees effectively
Unable to deliver eBooks to their customers on schedule
Unable to provide quality texts — time and money was being spent fixing defects in their products.
Unable to control costs — their business was not profitable in the third year.
Global Green Books saw a significant rise in issues, a lot of unpleasant ―surprises‖ were cropping up; business was down as new resources were hired, also some of the projects were poorly estimated. The local university was unhappy as their eBook products reached campus late for use by professors and student. In some cases, the books were a week or two late. Since the courses must start on schedule and students need their books at the beginning of their courses, the new lucrative college customer was unhappy. One of the new part-time employees hired by Jim and Brad, Samantha, had taken a project management course at college. One fine day, Jim invited Samantha, for a lunch meeting. He was aware that Samantha was familiar with project management, and wanted to hear what she had to say about the problems he and Brad were facing. Over lunch he questioned why their small business which had operated and implemented projects so successfully over the first two years was being challenged 19
significantly now. He specifically listed the problems they were facing and asked for input to solve them. Causes
Samantha asked for more time to research all the issues but noted that Global Green Books,
While being innovative, completed projects without a roadmap or a project plan and lacked a disciplined approach to project management.
She noted that Jim and Brad did not use any project software for scheduling and they did not use tools or techniques to estimate, budget or to communicate with stakeholders.
Finally, they had no processes in place to manage project risks and quality.
Solution:
Impressed with this and other conversations, Jim King asked Samantha if she would consider joining them as a project associate or project manager on a full-time basis to help them introduce project management practices and help them tide over their current crisis.
Samantha accepted
the offer! She has several key skills — she is an excellent communicator with very good interpersonal skills and detail-oriented. Within the first three months in her new role as PM, she introduced formal project management processes, created a PM manual and trained the employees to get the work done well.
Within nine months Samantha had fully turned things
around. Due to proactive risk analysis and risk response planning, surprises and issues reduced. Communication with stakeholders was enhanced. Brad and Jim noted that the company was delivering projects on schedule, the quality processes worked — and customers were happy with the products.
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CHAPTER 4: CONCLUSION
OB is a social science that advances knowledge about the behaviour of people at work. It studies the relationship between operational effectiveness and employee needs. All as- pects of organisation performance relate to the former; work attitudes such as job satisfaction, organisational commitment and job involvement relate to the latter. Organisational Behaviour plays an important role in the management of business. It is that field of study which finds out the impact that individuals, groups and structure have on behaviour within an organisation and it applies that knowledge to make organisations work more effectively. Behavioural theories help solve problems in the work setting. Managers use objective methods to attack problems related to the needs of employees and the interests of the organisation; these often conflict. Knowledge of new behavioural theories expands the manager‘s skill set. Managers must scan new developments in OB to ensure that their practices are up to date. An understanding of behavioural theories helps managers evaluate proposed solutions to behavioural problems in their organisations. Just as you need knowledge of accounting and finance, you need knowledge of behavioural theories to predict how employees and organisations will act. Thus a significant relationship exists between OB and management.
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BIBLIOGRAPHY WEBSITES:
www.wikipedia.com www. OnlineCollege.org.html PDF
1. Problem-Solving Approach : Case Study of Mobarakeh Steel Company- by Sasan Ghasemi CEO, ALA Excellence Consulting Group
-Mohammad Nazemi Quality
Assurance and organizational Excellence Unit, Mobarakeh Steel Company,
-Tooraj
Hajirahimian Organization for Civil Registration. 2. Problem solving: Nine Case Studies and Lessons Learned- by Jon Gerondale Research and Grants Unit Seattle Police Department January 2000. 3. Introduction to OB; by Talya Bauer, Berrin Erdogan 4. Organisational Behaviour; Edinburgh Business School; Professor Robert Dailey;2012 5. Organisational Behaviour and its Role in Management of Business- Prabha Renuka Horo Frederick, Global Journal of Finance and Management. ISSN 0975-6477 Volume 6, Number 6 (2014) 6. Organizational Behavior: A Study on Managers, Employees, and Teams ;-by - Belal A. Kaifi Saint Mary‘s College of California and Selaiman A. Noori Carrington College California, Journal of Management Policy and Practice vol. 12(1) 2011.
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