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1.0 CONTENT 1

2.0 QUESTION 1 2-5

3.0 QUESTION 2 6 - 10

4.0 QUESTION 3 11 - 13

5.0 QUESTION 4 14 - 17

6.0 REFERENCE 18

7.0 COURSEWORK 19 - 25

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2.0 QUESTION 1

Given below are certain instances observed by the trainee – Christina, while making an

observational study at Pacific Consultants, an organization dealing with recycling of

plastic products waste. She makes the following observation about two key people in

the organization.

1. Mr Patrick – He is a very friendly person and encourages his team members by

giving those recommendations and appreciations. This helps HR to decide about giving

a bonus or promotion to employees.

2. Mr Chew - He is an aggressive person. He frequently loses his temper. Christina

observes that he frequently punishes the non-performers and also give them warnings

regarding suspension etc.

Now explain what base of power does Mr Patrick and Mr Chew belongs to. Explain the

type of power they use often.

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ANSWER:

Power means many different things to different people. For some, power is seen

as immoral. For others, the more power they have, the more successful they feel. For

even others, power is of no interest at all. The five bases of power were identified by

John French and Bertram Raven in the early 1960’s through a study they had conducted

on power in leadership roles.

The trainee – Christina, while making an observational study at Pacific

Consultants, an organization dealing with recycling of plastic products waste. She

makes the following observation about two key people in the organization.

In the situation of Mr Patrick, he belongs to power of reward. Reward power, as

the name indicates, rests on the ability of a manager to give some sort of reward to

employees. These rewards can range from monetary compensation to improved work

schedules. Reward power often does not need monetary or other tangible compensation

to work when managers can convey various intangible benefits as rewards.

People in reward power are often able to give out rewards. Raises, promotions,

desirable assignments, training opportunities, and simple compliments are all examples

of rewards controlled by people "in power."

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 When reward power is used in a flexible manner, it can prove to be a strong

motivator. However, when organizations rely too strictly on rewards, the system can

boomerang. Employees may be tempted to unethically or even illegally meet the quotas

to which overly rigid reward systems may be tied.

The problem with this power base is that it may not be as strong as it first seems.

Supervisors rarely have complete control over salary increases, managers often can't

control promotions by themselves, and even CEOs need permission from their boards of

directors for some actions. Also, when you use up rewards, or when the rewards don't

have enough perceived value, your power weakens.

Another problem associated with rewards as a base for power is the possibility

that the rewards will distract employees' attention from their jobs and focus their

attention instead on the rewards hung before them.

While in the situation of Mr Chew, he is belonging to power of coercive.

Coercive power is the power to punish and force others to action. This is a dangerous

power base to exert. To use coercive power effectively, it is best to be understated.

Coercion reduces employees' satisfaction with their jobs, leading to lack of commitment

and general employee withdrawal. In the United States, Canada, and Western Europe,

coercive power has seen a decline in the last 50 years. Several reasons contribute to this,

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ranging from the legal erosion of employment-at-will and the awareness of employee

violence or other forms of retaliatory behaviour.

Equally important as an effect on the receding popularity of coercion as a basis

of power has been the influence of quality management theorists, such as Philip Crosby

and W. Edwards Deming. They suggested that there is a decline in productivity and

creativity when coercive power is employed. The use of coercive power results in an

atmosphere of insecurity or fear. In spite of this insight, coercion as a base of power

continues to play a role even in those organizations influenced by theories of quality

management.

In times of economic crisis or threats to the survival of the organization at large,

coercion may come to the forefront. Coercive power may also materialize as

organizations attempt to streamline their operations for maximum efficiency. If

employees must be fired, those who fail to conform to the organizational goals for

survival will be the most likely candidates for termination. The threat of termination for

failure to comply, in turn, is coercive power.

Nevertheless, think of the iron fist in the velvet glove. Make it clear that you

have the capacity to punish or inflict harm, but use it only frugally. Remember, power is

a potential. Don’t have to use it to be effective, and coercive power should only be used

when absolutely necessary.

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3.0 QUESTION 2

Mr Johnny is the VP-HR of a leading financial services company. He is having a

meeting with Ms Anne leading HR consultant. Mr Johnny is concerned about creating

an environment that helps in increasing the job satisfaction amongst employees.

Assume that you are Ms Anne, the HR consultant. What suggestions you will give to

Mr Johnny, for creating an environment that increases job satisfaction.

ANSWER:

First, showing employees that you sincerely care about their well-being is one of

the most effective ways to increase job satisfaction. There are two aspects to this:

mental well-being and physical well-being.

Mental well-being is often forgotten about, but it’s so important for

organizations to focus on. Run a “calm” company that removes a lot of the stress,

anxiety, and fear from their lives. Be flexible with your team’s schedule, show that you

trust them, and check in with them frequently to see how you can help.

Physical well-being is relatively inexpensive for you to focus on and can have

powerful benefits. Offering to subsidize gym memberships, having healthy fruit in the

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office, or helping employees pursue sporting activities are all great ways to show

employees you care about them.

Second, personal growth is possibly the most important aspect of employee

engagement. When employees stop learning, they table and get bored, eventually

looking elsewhere for stimulation. You can stop this by implementing programs for

continuous learning. Employees will love you for it.

For example, Buffer recently announced that they were giving all their

employees a learning budget to show employees they value growth. So, imagine giving

each employee a budget for them to spend on whatever course they want to. This clearly

shows employees that you care.

More importantly, make the time for that learning. Don’t expect your employees

to work 60+ hour weeks and get some training in.

Third, use appropriate reward and recognition programs to show employees they

matter to you. Give positive feedback wherever possible. Send employees handwritten,

personal notes when they have done good work. Consider holding small, informal

events throughout the year as rewards for good work. According to professional

business consultant Gregory Smith, creative and personal rewards can have a big impact.

Smith writes on his company website, www.chartcourse.com, that Graham Weston,

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CEO of Rackspace Managed Hosting, rewards top employees by letting them drive his

adaptable for a week.

Fourth, creating job satisfaction begins by first providing a positive work

environment. Fran Tarkenton says, to find what motivates people, “you have to find

what turns people on.” This is the most important factor in the process. A motivating

working environment requires going over and beyond the call of duty and providing for

the needs of the worker. For instance, Walt Disney World Company provides an

excellent work environment for their employees or “cast members.” Employee

assistance centers are spread strategically across the theme park. Some of the services

included employee discount programs, childcare information, money orders, postage

stamps, check cashing, and bus passes. The Walt Disney Company realizes that taking

care of their employee’s needs keep them motivated, on the job and loyal to the

company.

Fifth, provide competitive benefits. Fair wages are important, but competitive

benefits are also critical to keeping your workforce satisfied. If your benefits package is

thin, employees may look for other opportunities with firms that are more generous.

Beyond insurance, benefits such as flex time, paid holidays and personal days are

important factors to employee satisfaction.

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 Sixth, you can’t force friendships at work, but what you can do is create the

environment for those connections to happen. By organizing activities like team lunches,

group projects, or happy hours, you’re helping to create those opportunities for

connections.

More than anything, you want to let people know that taking a break during their

day to have an informal chat with a colleague is okay. Friendships at work are important,

and as a leader, it’s your responsibility to help make them happen.

Sixth, continuous evaluation and never-ending improvement is the final step of

the PRIDE system. Evaluation is a nonstop activity that includes a specific cycle of

steps. The primary purpose of evaluation is to measure progress and determine what

needs improving. Continuous evaluation includes, but is not limited to, the

measurement of attitudes, morale, and motivation of the workforce. It includes the

identification of problem areas needing improvement and the design and

implementation of an improvement plan. Good organizations conduct a job satisfaction

survey at least once a year.

Businesses have searched far and wide for the competitive advantage, the best

equipment, robotics, or the latest business technique. These devices provide only

temporary solutions. The true competitive advantage is trained and motivated people

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proudly working together, contributing their vitality and energy toward the goals of the

enterprise.

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4.0 QUESTION 3

Given below is the HR policy glimpse of “in-Magine”, an advertising company:

1. It offers cash rewards for staff members.

2. It promotes the culture of employee referral and encourages people to refer

people they know, maybe their friends, ex. colleagues, batch mates and relatives.

3. It recognizes good performances and gives fancy titles and jackets to the people

who perform well and also felicitates them in the Annual Day of the company.

What all aspects does it take care of, according to Maslow’s Need Hierarchy?

ANSWER:

The psychologist Abraham Maslow developed a theory that suggests we,

humans, are motivated to satisfy five basic needs. These needs are arranged in a

hierarchy. Maslow suggests that we seek first to satisfy the lowest level of needs. Once

this is done, we seek to satisfy each higher level of need until we have satisfied all five

needs.

While modern research shows some shortcomings with this theory, Maslow’s

Hierarchy of Needs Theory remains an important and simple motivation tool for

managers to understand and apply.

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 Physiological needs are those needs required for human survival such as air,

food, water, shelter, clothing and sleep. As a manager, you can account for

physiological needs of your employees by providing comfortable working conditions,

reasonable work hours and the necessary breaks to use the bathroom and eat and/or

drink.

Security needs. In that level a person needs to feel secure in his/her family and

in a society, and feel protected against violence. The need for safety is manifested with

job security, savings and for insurances of health, mental health, old age and disability.

Love and belonging needs is the third level of Maslow’s hierarchy. After feeling secure,

people need to feel that they receive and give love, they are appreciated, and they have

good friendships. Esteem needs. It is the need to be unique with self-respect and to

enjoy esteem from other individuals. People want to evaluate themselves highly and

based on their achievement receive appreciation from other people. Lack of these needs

may cause inferiority, helplessness and weakness.

Highest level of Maslow’s hierarchy of needs is need of Self-actualization. The

development of this need is based on the satisfaction at the other four lower levels. It

refers to the need of self-fulfilment and to the tendency to become actualized in what a

person is potential. The core of this theory lies in the fact that when one need is fulfilled,

its strength reduces and the strength of the next level increases. Maslow does note that

one level of needs doesn’t have to be totally fulfilled before a person moves to the next

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level. The individual can be partly satisfied with one level and still seek for satisfaction

at the next level.

First, it offers cash rewards for staff members. It touches need of safety, social

and Esteem. By cash rewards the employee feels being recognized. It also adds to the

feeling of safety. For example, being able to provide more protection to the loved ones.

Need of social is the least because they can celebrate the achievement.

Second, it promotes the culture of employee referral and encourages people to

refer people they know, maybe their friends, ex. colleagues, batch mates and relatives.

According to Maslow’s Need Hierarchy, need of social can connect well with people

they know.

Third, it recognizes good performances and gives fancy titles and jackets to the

people who perform well and also felicitates them in the Annual Day of the company. It

has fulfilled the need of esteem. It can foster sense of achievement and being recognized

for the effort put in.

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5.0 QUESTION 4

"Fashion" is a famous and old magazine. The top management decides to start the e-

edition of the magazine. They also decide the redefine the policies and culture.

To start implementing, this change, they frequently call meetings of employees. They

have also formed groups at different levels to clarify doubts and explain the perspective

of change.

Analyse the situation in the context of organizational change and elaborate why the top

management is following the discussed practices and what approach is most evident in

the context.

ANSWER:

Lewin (1951) proposed a three steps sequential model of change process. At

unfreezing stage, the forces, which maintain the status quo in the organizational

behaviour, are reduced by refuting the present attitude and behaviour to create a

perceived need for something new. It is facilitated by environmental pressure such as

increased competition, declining productivity and performance, felt need to improve the

style of work, etc.

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 Schien has suggested some measures which are quite helpful in undertaking

unfreezing process. The physical removal of the individuals being changed from their

familiar routines, sources of information, and social relationships. The undermining and

destruction of social support. Belittling and humiliating experiences to help individuals

to see their old attitudes or behaviour as unworthy and think to be motivated to change.

The consistent linking of reward with willingness to change and of punishment with

lack of willingness to change.

Changing or known as moving is the stage who involves a shift in behaviour of

organizations by modifying system, process, technology and people. This phase can be

explained in terms of compliance, identification and internalization. Obedience or force

occurs when individuals are forced to change whether by reward or by punishment.

Internalization occurs when individuals are forced to encounter a situation that calls for

new behaviour. Identification occurs when individuals recognize one among various

models provided in the environment that is most suitable to their personality.

The last stage is refreezing. At this stage, actions are taken to sustain the drive

for change and to facilitate the institutionalization process of the change even in a day-

to-day routine of the organizations. At this point, the desired outcomes are positively

armour-plated and extra support is provided to overcome the difficulties. There is a

leaning that individuals revert back gradually to their old behaviours, which they were

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displaying before the change, in the absence of suitable reinforcement. Therefore,

reinforcement is necessary for the internalization of new behaviour.

Classically, the concept of organizational change is regarding organization-wide

change, as different to smaller changes such as adding a new person, modifying a

program, etc. Examples of organization-wide change might include a change in mission,

restructuring operations likes restructuring to self-managed teams, layoffs, etc., new

technologies, unions, major collaborations, "rightsizing", new programs such as Total

Quality Management, re-engineering, etc. Some experts refer to organizational

transformation. Often this term designates a fundamental and radical reorientation in the

way the organization operates.

Level 1 is shaping and anticipating the future. At this level, organizations start

out with few expectations about the business itself, what it is "good" at, and what the

future will be like. Management generates alternate "scenarios" of the future, defines

opportunities based on these possible futures, assesses its strengths and weaknesses in

these scenarios changes its mission, measurement system etc. More information on this

is in the next article, "Moving from the Future to your Strategy."

Level 2 is the defining what businesses to be in and their "Core Competencies.

Many attempts at strategic planning start at this level, either if the future will be like the

past or at least predictable; the future is personified in the CEO's "vision for the future";

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or management doesn't know where else to start; or either management is too afraid to

start at level 1 because of the changes needed to really meet future requirements; or fifth

is the only mandate they have is to refine what mission already exists. After a mission

has been defined and a SWOT analysis is completed, an organization can then define its

measures, goals strategies.

Reengineering or structurally changing the processes is the next level. Either as

an result or consequence of level one or two work or as an independent action, level

three work focuses on basically changing how work is accomplished. Rather than focus

on modest improvements, reengineering focuses on making major structural changes to

everyday with the goal of substantially improving productivity, efficiency, quality or

customer satisfaction.

Incrementally changing the processes is the last level. organizational changes are

focusing in making many small changes to existing work processes. Oftentimes

organizations put in considerable effort into getting every employee focused on making

these small changes, often with considerable effect. Unfortunately, making

improvements on how a cart whip for horse-drawn carriages is made will rarely come

up with the idea that buggy whips are no longer necessary because cars have been

invented.

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6.0 REFERENCE

1. http://www.referenceforbusiness.com/management/Int-Loc/Leadership-Styles-

and-Bases-of-Power.html

2. http://www.referenceforbusiness.com/management/Int-Loc/Leadership-Styles-

and-Bases-of-Power.html

3. https://www.officevibe.com/blog/how-to-improve-job-satisfaction

4. http://www.jobscience.com/blog/7-simple-ways-increase-employee-satisfaction/

5. https://docuri.com/download/master-of-business-administration-assignment-

mpampob_59a7b47cf581715d508e3d47_pdf

6. file:///C:/Users/WONGCY/Downloads/43952075-MB0038.pdf

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7.0 COURSEWORK

Q1: Organizational effectives is vital section for an array of people that includes

managers, stockholder and more. The organizational effectives consist of four

dimensions. Explain briefly the four dimensions.

Goal accomplishment is the most widely used effectiveness criterion for

organizations. Key organizational results or outputs are compared with previously stated

goals or objectives. Deviations, either plus or minus, require corrective action.

Effectiveness, relative to the criterion of goal accomplishment, is gauged by how well

the organization meets or exceeds its goals. Productivity improvement, involving the

relationship between inputs and outputs, is a common organization-level goal. Goals

also may be set for organizational efforts such as minority recruiting, pollution

prevention, and quality improvement. Given today's competitive pressures and e-

commerce revolution, innovation and speed are very important organizational goals

worthy of measurement and monitoring. At Xerox, innovation is a key goal under the

leadership of chief technology officer Sophie Vandebroek. In contrast to some

companies, such as Google, that give employees wide latitude to create, Xerox asks

researchers to target their efforts on "six Ss": innovations that make systems simpler,

speedier; smaller, smarter, and more secure, and that are socially responsible (for

example, using less energy to operate). To ensure that innovation contributes to other

business goals, Vandebroek defines three roles for innovation at Xerox: "an explorer

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role, where we push the limits of the technology ... the partnership role, [where Xerox

people] work with the business-group engineers to make sure these cool technologies

actually end up in a product or service ... [and] the incubator, [in which] we try to

understand fully the business value of these ideas." In this way, the structure of Xerox's

Innovation Group keeps innovation efforts directed toward practical goals.

The second criterion, resource acquisition, relates to inputs rather than outputs. An

organization is deemed effective in this regard if it acquires necessary factors of

production such as raw materials, labor, capital, and managerial and technical expertise.

An organizational design that made resource acquisition more difficult caused major

problems for Boeing in the production of its 787 Dreamliner. To achieve the goal of

operating faster and more efficiently, the company had outsourced the production—and

even the design—of components to manufacturers around the world. However, as the

planned launch date for the new jet came and went, Boeing was forced to acknowledge

that suppliers were running into quality and scheduling problems, and in some cases,

Boeing's management wasn't even fully aware of the extent of the difficulties.

Some refer to the third effectiveness criterion—internal processes—as the

"healthy systems" approach. An organization is said to be a healthy system if

information flows smoothly and if employee loyalty, commitment, job satisfaction, and

trust prevail. Goals may be set for any of these internal processes. Healthy systems,

from a behavioral standpoint, tend to have a minimum of dysfunctional conflict and

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destructive political maneuvering. M Scott Peck, the physician who wrote the highly

regarded book, The Road Less Traveled, characterizes healthy organizations in ethical

terms:

A healthy organization, Peck says, is one that has a genuine sense of community:

It's a place where people are emotionally present with one another, and aren't afraid to

talk about fears and disappointments— because that's what allows us to care for one

another. It's a place where there is authentic communication, a willingness to be

vulnerable, a commitment to speaking frankly and respectfully—and a commitment not

to walk away when the going gets tough. Betty Eaton Keyes would likely say that these

qualities exist at her workplace, Richardson, Texas—based AMX, which develops

remote controls and electronic touch panels. Keyes tried retiring but found that she

missed the people too much and returned as a part-time receptionist. Bobby Ramoz

echoes her sentiments: "Coming to work every day is like going to a friend's house."

AMX's chief executive, Rashid Skaf, explains that these attitudes are actively pursued

by management as a way to help the company thrive: "When people are happy, they are

more productive, and they achieve more than even they thought was possible."

Organizations both depend on people and affect the lives of people. Consequently,

many consider the satisfaction of key interested parties to be an important criterion of

organizational effectiveness. A strategic constituency is any group of individuals who

have some stake in the organization—for example, resource providers, users of the

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organization's products or services, producers of the organization's output, groups

whose cooperation is essential for the organization's survival, or those whose lives are

significantly affected by the organization. Strategic constituencies (or stakeholders)

generally have competing or conflicting interests. This forces executives to do some

strategic juggling to achieve workable balances. For example, in recent years, it has

been difficult for many organizations to satisfy the needs and preferences of employees,

in part because of investors' pressure to operate more efficiently to withstand global

competition at the same time many employees are demanding more flexibility so that

they can fulfill competing roles. Besides employees and investors, another key

constituency is, of course, customers. To learn how Citigroup designed its organization

to help satisfy an important segment of this constituency.

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Q2: There are five bases of power: Reward power, Coercive power, Legitimate

power, Expert power and Referent power. Explain in your own words the

mentioned powers.

A popular classification scheme for social power traces back to the landmark

work of John French and Bertram Raven. They proposed that power arises from five

different bases: reward power, coercive power, legitimate power, expert power, and

referent power. Each involves a different approach to influencing others. Each has

advantages and drawbacks.

Reward Power

Managers have reward power if they can obtain compliance by promising or granting

rewards. Pay-for-performance plans and positive reinforcement programs attempt to

exploit reward power.

Coercive Power

Threats of punishment and actual punishment give an individual coercive power. For

instance, consider this favorite technique of Wolfgang Bernhard, a Volkswagen

executive and 'ruthless cost-cutter": "He routinely locks staffers in meeting rooms, then

refuses to open the doors until they've stripped $1,500 in costs from a future model. ,

Bathroom break, anyone?

Legitimate Power

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This base of power is anchored to one's formal position or authority. Thus, managers

who obtain compliance primarily because of their formal authority to make decisions

have legitimate power. Legitimate power may be expressed either positively or

negatively. Positive legitimate power focuses constructively on job performance.

Negative legitimate power tends to be threatening and demeaning to those being

influenced. Its main purpose is to build the power holder's ego.

Expert Power

Valued knowledge or information gives an individual expert power over those who

need such knowledge or information. The power of supervisors is enhanced because

they know about work assignments and schedules before their employees do. Skillful

use of expert power played a key role in the effectiveness of team leaders in a study of

three physician medical diagnosis teams. When growth slowed at Starbucks, the

company brought back its former CEO, Howard Schultz, because he was seen as

someone with enough expert power to bring about significant change. A reporter

described Schultz as "highly respected for turning Starbucks into one of the hottest

growth stocks in the 1990s and creating a retail powerhouse. Because of this track

record, the board of directors and investors expect that the company's employees will

believe Schultz has good ideas for success and therefore will follow his lead.

Knowledge is power in today's high-tech workplaces. Just ask any IT (information

technology) manager who is struggling to maintain control over the company's

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computer network even as tech-savvy workers download the latest Internet applications

and software updates.

Referent Power

Also called charisma, referent power comes into play when one's personality becomes

the reason for compliance. Role models have referent power over those who identify

closely with them.

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