Julia

Organizational
Behavior

Zun Thet Hmu San

UB-05-19
Assignment front sheet

vLearner name Assessor name

Zun Thet Hmu San Daw Khin Su Su Yin

Date issued Completion date Submitted on

29.10.2019 21.2.2020 21.2.2020

Qualification Unit number and title

Edexcel BTEC Level 5 HND Diploma in
Unit12
Business

Assignment Organizational Behavior

title
In this assessment, you will have opportunities to provide evidence against the following criteria.
Indicate the page numbers where the evidence can be found.

Criteria To achieve the criteria the evidence must show that Task
Evidence
referenc the student is able to: no.
e
Analyze how an organization’s culture, politics and power
P1 1
influence individual and team behavior and performance.

Evaluate how content and process theories of motivation and

P2 motivational techniques enable effective achievement of goals in 2
an organizational context.

Explain what makes an effective team as opposed to an

P3 ineffective team. 3
 Apply concepts and philosophies of organizational behavior
P4 4
within an organizational context and a given business situation.

Learner declaration

Learner signature: Zun Date:21.2.2020

Table of Contents

Table of Contents.......................................................................................................................3

Organization...............................................................................................................................5

Vision..........................................................................................................................................6

Mission.......................................................................................................................................6

Objectives...................................................................................................................................6

Organization Chart of System Technology Institute University.................................................7

Six Key Elements for the Organizational Structure....................................................................7

Centralization.............................................................................................................................7

Culture........................................................................................................................................8

Organizational Culture...............................................................................................................8

Hendy’s of Organizational Culture.............................................................................................8

Goffe and Jones Model Of Culture.............................................................................................9

Power.......................................................................................................................................11

1.Organizational Politics...........................................................................................................14
Motivation................................................................................................................................14

P3.1..........................................................................................................................................18

Group.......................................................................................................................................18

Team.........................................................................................................................................18

P 3.2..........................................................................................................................................18

P3.3..........................................................................................................................................19

P 3.4..........................................................................................................................................20

Belbin’s Team Roles.................................................................................................................20

P3.5..........................................................................................................................................21

The effective Factors Which Promote The Team Work...........................................................21

P3.6..........................................................................................................................................23

Two Team Development Theories...........................................................................................23

Kormanski and Mozenter (1987) Stages Of Team Development............................................23

P4.1..........................................................................................................................................24

Barriers.....................................................................................................................................24

P4.2..........................................................................................................................................24

Path-Goal Theory.....................................................................................................................24

P4.3..........................................................................................................................................25

References................................................................................................................................25

Executive summary

The Organizational behavior of STI University is written in this assignment. The

Organizational Culture, Six elements for the organizational structure, Organizational politics,
power and motivation. 
Introduction

In this assignment STI University uses the modern teaching methods and technology to teach
many students. Organizational chart of STI University is format structure. University consist of
many departments to produce the outstanding students and get a lot of success.

To: The Chief Executive Officer (CEO)

Subject: Organizational Behavior

Subject: Organizational behavior
From: Ma Zun Thet Hmu San
Assistant Manager of
STI Myanmar University.
L0-1 Analyze the influence of culture, politics, and power on the behavior of others in an
organizational context.
Influence of culture: Classifications of culture (power, role, task and person). The importance of
cultural-difference awareness. Hofstede’s dimensions of culture theory and application. The
rise of globalization and digital technology and how they have influenced and shaped
organizational culture in the 21st century. Principles of Network theory and Systems theory as
frameworks to understand organizations. Organizational psychology.
Influence of politics: Organizational politics and differentiation between personal, decisional,
structural and organizational change.
Influence of power: Power as a property viewpoint: individual, relationships and embedded in
structures. Bases and types of power, power controls and power sources.
P-1.1
Organization
The organization is a social arrangement for achieving controlled performance in pursuit of
collective goals, structures of people that exist to achieve specific dreams, common aims,
objectives using purposes of goals (Huczynski and Buchanan, 2013). The organization is a group,
including many people who work together to obey the leader's decision and get the profits.
Profile
The name of the organization is System Technology Institute University it is based on local and
medium-sized. System Technology Institute University is about between 51 and 100. The
established year of System Technology Institute University is 2006. The type of System
Technology Institute University is a private limited company. 
System Technology Institute University is situated in building (10), MICT Park, Hlaing Township,
Yangon, Myanmar, No (377,387,397),Shwe Bon Thar Road(Upper Block),Pabedan Township,
Yangon, No(186,188),28th street(Upper Block),Pabedan Township, Yangon, No(62),Aung Zayar
Street, Insein Township and No(B-15/16),Corner of 66th street and, Thazin St, Chan Mya Thar Zi
Township Mandalay, Myanmar.
 Vision
System Technology Institute University is a local higher education institution mandated to
provide higher education in Myanmar. Its governance as well as management, teaching
arrangements, and expertise are designed towards attaining a world-class organization and
meeting the interests of the country's wider community through producing an excellent group
of well-rounded young professionals and leaders. STIMU's vision is to create a learning and
teaching environment enriched with diverse perspectives where a university can change its
students' lives and society and advance an intellectual environment to provide a wide range of
opportunities.
Mission
System Technology Institute University is committed to playing a leading role in nurturing
students to be the all-around leaders and professionals on regional and international standards
and the positive change-makers in their communities where they can lead themselves, their
families towards advancement in today's diverse, dynamic and global society. STIMU focuses on
the outcomes of the students to be highly competent and competitive by providing programs
and services that foster academic excellence, community spirit, and shared inspirations.
Objective
System Technology Institute University has grown to be one of the most respected & premier
private academic institutions in Myanmar.
As System Technology Institute University is a university that wants to be successful, there are
also many objectives according to the departments.
To increase fine of the students from 20000 to 30000 who do the things that are not suitable
with university’s rules at the end of 2019 and use 10 million from fees and fines from many
students to build a new branch at the end of 2019.
To decrease entrance fees of the university.
To increase things that are concerned with informational technology like Wi-Fi radiation of this.
To increase the sales rate by 15%.
To increase the customer satisfaction rate from 60% to 75%.
To decrease the labor turnover rate to 4%.
To give the teachers and the employees from the academic department training program
within 2 years.
To open a new branch in Mandalay at the end of 2021.
To increase the teaching skills of the college at the end of 2021.
 Organization Chart Of STI University 
 

Work specialization
Work specialization is considered as valuable tools in the hand of management principally
(Mukherjee, 2009).
Departmentalization
Departmentalization is grouping related jobs or processes into major organizational subunits
(Kreitner, 2009).
Chain of Command
Chain of command is the line of authority extending from upper organizational levels to lower
levels, which clarifies who reports to whom (Robbins and Coulter, 2012).
Chain of command is a clear and distinct line of authority among the positions in an
organization (Griffin, 2017).
The number of different levels in the structure of the organization; the chain of hierarchical
command [ CITATION Lau102 \l 1033 ].
The way that people with authority in an organization, especially in the military, are ranked,
from the person with the most authority to the next one below, and so on.
Span of control
People who report directly to a given particular manager that is widely taught in management
schools and widely employed in large organizations like the military, government agencies and
educational institutions (Mukherjee, 2009).
The span of control is widely taught in management schools and widely employed in large
organizations like the military, government agencies, and educational institutions. 
Centralization
Centralization is the management must decide beforehand the amount of decision -making
authority to the given to the employees (Mukherjee, 2009).
Centralization refers to the hierarchical level that has the authority to make a decision
(Mukherjee, 2009).
The concentration of control of an activity or organization under a single authority.
‘the centralization of all financial power in the hands of its leaders’ ‘increasing centralization of
control over logistical planning.
Decentralization
Decentralization is the act or process of decentralizing an organization or government to move
control form a single place of several small ones (Cambridge dictionary, 2019).
 Decentralization is the dispersion or distribution of functions and power decentralization of
powers specifically, the government: the delegation of power from a central authority to
regional and local authorities the decentralization of the state's public school system the
government decentralization sociology: the redistribution of population and industry from
urban centers to outlying areas ( Definition of decentralization by Merriam Webster, 2019).
Formalization
Formalization is how standardized an organization’s jobs and the extends to which employee
behavior is guided by rules and procedures (Robbins and Coulter, 2012).
Formalization is the word of formalizing to make something official or decide to arrange it
according to a fixed structure (Cambridge dictionary, 2019).
Formalization is the degree to which an organization has written rules, operating procedures,
job descriptions, organizational charts, uses formal and written communication (Huczynski and
Buchanan, 2013).
These informal gatherings have become increasingly formalized in the last few years.
They offered me the job, but the contract has not been formalized yet.
The System Technology Institute uses the span of control element because of the number
of employees or ranks of employees for which a manager is responsible. The Chief Executive
Officer is making the right decisions to develop each department that is the period between
two dates or events during which something exists, functions, or happens for this university.
P-1.2
Culture
Represents the totality of everyday knowledge that people use habitually to make sense of the
world around them through patterns of shared meanings and understandings passed down
through language, symbols, and artifacts.
 
Organizational Culture 
Organizational Culture is one of the major issues in academic research and education, in
organization theory as well as in management practice (Alvesson, 2013).
Organizational Culture is the collection of traditional values, policies, beliefs and attitudes that
constitute a pervasive context for everything we do and think in an organization (Mullins,
2010). 
Organizational culture contributes significantly to the successful introduction of new
technologies and innovation, job satisfaction, and organizational success.
Importance of Organizational Culture
Organizational culture comprises the deep, basic assumptions and beliefs as well as the shared
values, that define organizational membership, as well as the member’s habitual ways of
making decisions and presenting themselves of their organization to those who come into
contact with it. 
Strong Culture
Strong Culture is a culture in which the organization’s core values are widely shared among
employees and intensely held by them, which guides their behavior (Huczynski and Buchanan,
2013).
Table-1: Advantages and Disadvantages of a strong culture.
Advantages of Strong Culture   Disadvantages of Strong Culture

Differentiates the organization from others Makes merging with another organization
more difficult
   Allows employees to identify themselves Attracts and retains similar kinds of
with the organization employees, thereby limiting the diversity of
thought
Facilitates employees behaving in ways Can be too much of a good thing if it creates
desired by management extreme behaviors among employees

  Creates stability within the organization Makes adapting to a changing environment

more difficult
 Weak Culture
Weak Culture is a culture in which there is a little agreement among employees about their
organization’s core values, the way things are supposed to be or what is expected of them
(Huczynski and Buchanan, 2013).
Table-2 Advantages and Disadvantages of Weak Culture
Advantages of Weak Culture Disadvantages of Weak Culture
Little needs for policies and procedures A need for extensive, bureaucracy and
procedures.
Evident when most employees have varied Lack of trust; focus on problems, staff losing
opinions about the organization’s mission confidence in their leaders and systems, and
and values. people spending more time focusing on
problems rather than opportunities.
A greater need for procedures, policies, and Low employee morale, and employee
bureaucracy, in order to get things done in disengagement.
the desired way, within the turn, can add
substantially to organizational costs.
Allows for an increase in turnover of Employees waste time spinning their wheels,
employees because of a lack of corporate because of the inability to focus on what’s
cohesiveness and mission. important.
Organizational Structure
Organizational structure is the formal system of the task of authority relationships that control
how people coordinate their actions and use resources to achieve their organizational goals
(Aquinas, 2008).
It refers to the levels of management, division of responsibilities within an organization.
Mechanistic Organization
Mechanistic Organization is most frequently to be found in stable environments, those with a
cost minimization strategy, also mechanistic models are found more frequently in large
organizations that employ a large number of people (Clegg, Kornberger and Pitsis, 2011).
Organic organization
The organic organization is more likely to be found in firms that are smaller to operate in highly
uncertain environments that are strongly oriented to discover and learning such as high- tech
R&D firms or biopharmaceuticals (Clegg, Kornberger and Pitsis, 2011).
Organic Organization is an organization that possesses little task specialization, few rules, a high
degree of individual responsibility, authority and in which decision making is delegated.
P-1.3
Power Culture
Power culture has a single, dominant individual who exerts their controlling by recruiting those
of a similar viewpoint and operating with the minimum of rules. Power culture is represented
symbolically by a web. It works on the precedent and anticipating desires of those at the center.
Role Culture
Role culture emphasizes the importance of rules, procedures, role expectations and job
descriptions. Role culture is represented symbolically by a Greek temple. Managers within role
culture organizations operate by the book based on their positions in the hierarchy and their
role, in a depersonalized way. Role culture is based in functional departments and specialties
and its operations are driven by logic and rationality.
Task Culture
Task culture is specified at the top, then emphasis shits to finding the resources and getting the
job done through using an individual’s enthusiasm for commitment, working as a team. 
Person Culture
Person culture is focused on individuals. This culture is represented symbolically by a cluster.
Such organizations exist for the benefit of their members and may include a star performer. 
Networked Culture
Way of life, especially the general customs and beliefs, of a particular group of people at
a particular time that is also a company to provide programs for
a group of television or radio stations, or this company and the group considered together.
Networked culture (high sociability 
 and low solidarity)
· The positive networked culture
This culture facilitates teamwork, networking, and the development of high synergies, the
existence of reciprocity and unofficial relationships, the creation and circulation of ideas and
information, the acceptance of new ideas, improvement of employee morale, creative critique,
innovative initiatives without the fear of failure, and high employee commitment, primarily to
their colleagues rather than the organization and particularly to an organization’s performance.
The negative networked culture
High tolerance of poor performance among employees can create significant problems for high
performers, who feel they are not treated appropriately and begin to also exhibit lower
performance before eventually leaving the organization. Additionally, the emergence of
politicking and cliques drives employees to risk avoidance and slow decision making.
Information circulation takes place selectively. Increased focus on procedures versus optimistic
commercial and financial objectives can lead to delays, while, at the same time, competitors
may act quickly. In this culture, the company vision is inward-looking.
Mercenary Culture
Way of life of a particular people, interested only in the amount of money that you can get
from a situation as shown in their ordinary behavior and habits, their attitudes toward each
other, and their moral and religious beliefs.
Mercenary culture (low sociability 
 and high solidarity)
· The positive mercenary culture
In environments with this type of culture, the following are observed: improved coordination;
agreement on targets; eagerness to complete tasks quickly; immediate resolution of conflicts
and risks in order to avoid further problems; lack of extended discussion; constructive
evaluation of all employee ideas; organizations are outward-looking (markets, competitors) and
react quickly, especially when a competitor appears; organizational structures are flat;
organizational change is supported; the provision of incentives is based on meritocracy; great
emphasis is placed on minimizing costs in order to improve financial results; there is a lack of
out-of-the-box thinking; and, finally, these organizations present low creativity and learning,
due to low tolerance of poor performance and failure among employees. Thus, this type of
culture is ideal for the management of existing knowledge The negative mercenary culture
High focus on short-term financial performance leads to a lack of communication between
groups, departments, and functions. The silo phenomenon, where employees work alone and
in parallel, can be observed in this type of culture.
Communal Culture
It is one in which everyone lives and works together and property and possessions
are shared rather than being owned by a particular person that is the way of life of
a particular people, as shown in their ordinary behavior and habits, their attitudes toward each
other, and their moral and religious beliefs.
Communal culture (high sociability 
 and high solidarity)
· The positive communal culture
This is the most appealing of the culture types proposed by Goffee and Jones (1996, 2003). It is
characterized by friendships and a familial atmosphere, combined with creativity, passion for
the company’s product, high commitment to the organization, high tolerance for new ideas,
and focus on dealing with competitors. This type of culture usually appears in small
organizations that operate under the guidance of the founder, but less often in medium- and
bigger – sized companies.
The negative communal culture
This type of culture exhibits the negative characteristics of sociability and solidarity and can
cause significant problems for organizations. Sociability and solidarity cannot easily coexist in a
group. In low sociability, there exist groups of employees who pursue their benefit and have no
concern for their organization, while in low solidarity, employees believe that their
organization’s products are superior and that customers are making a mistake in choosing
competitors’ products over theirs.
Fragmented Culture
It is consisting of several separate parts that are the way of life of a particular person,
as shown in their ordinary behavior and habits, their attitudes toward each other,
and their moral and religious beliefs.
Fragmented culture (low sociability 
 and low solidarity)
· The positive fragmented culture
The main characteristic of this culture is the presence of autonomous employees, who work for
their benefit and enjoy increased autonomy, privacy, and flexibility compared to employees in
other types of culture. Employees are more loyal to their professional group than to their
organizations. They are judged by their productivity, the quality of their work, and their
reputation. In such environments, there is a lack of common creativity. This type of culture is
observed in newspapers, universities, and law offices.
The negative fragmented culture
This type of culture is the most dangerous of these culture types. Employees resist ideas that
come from others and work to depreciate their organization. Those who distinguish themselves
are subject to intense criticism.
P-1.4
The System Technology Institute uses the mercenary culture because of the number of
employees or ranks of employees for which a manager is responsible. The Chief Executive
Officer is making the right decisions to develop each department that is the period between
two dates or events during which something exists, functions, or happens for this university.
Conclusion of Culture
Culture has become a powerful way to hold a company together against a tidal wave of
pressures for disintegration, such as decentralization, de-layering, and downsizing.
Culture is what remains to bolster a company’s identity as one organization is without culture, a
company lacks values, directions, and purposes.
Culture is a community in the world. It is an outcome of how people relate to one another.
Communities exist at work just as they do outside the commercial arena. Like families, villages,
schools, and clubs, businesses rest on patterns of social interaction that sustain them overtime
or are their undoing. They are built on shared interests, mutual obligations, thrive on
cooperation and friendships. It is because of the commonality of all communities that we
believe a business’s culture can be better understood when viewed through the same lens that
has illuminated the study of human organizations.
P-1.5
Power
Power is the ability or right to control people and events or to influence the way people act or
think in important ways. 
Legitimate Power
The ability or right to control people and events, or to influence the way people act or think in
important ways to allow the law, or reasonable and acceptable. By using this power, there are
many effects.
Coercive power
Using force to persuade people to do things that they are unwilling to do and get the ability or
right to control people and events, or to influence the way people act or think important ways.
Reward power
Something gave in exchange for good behavior or good work that is the ability or right to
control people and events or to influence the way people act or think in important ways. 
Referent power
Person, thing, or idea that a word, phrase, or object refers to the ability or right to control
people and events, or to influence the way people act or think in important ways. 
Expert power 
A person having a high level of knowledge or skill in a particular subject of the ability or right
to control people and events, or to influence the way people act or think in important ways.
Bio Power
 It is connected with life and living things of the ability or right to control people and events or
to influence the way people act or think in important ways by using bio-power.
Disciplinary Power
It is relating to the methods used by companies for dealing with employees who break
company rules or do not do their job properly of the ability or right to control people and
events or to influence the way people act or think in important ways.
Informational power
This is relating or providing information about the ability or right to control people and events
or to influence the way people act or think in important ways (Cambridge English Dictionary,
2019).
Moral power
That is relating to standards of good behavior, honesty, and fair dealing or showing high
standards of this type of the ability or right to control people and events or to influence the
way people act or think in important ways. 
Connection power
State of being related to someone or something of the ability or right to control people
and events, or to influence the way people act or think in important ways. 
Empowerment
Giving someone more power than they had previously, transferring power to the individual by
promoting self-regulating, self-motivating behavior through innovative human resource
policies, practices such as self-managing work teams, enhanced individual autonomy and so
on….
Conclusion of Power
Power is the ability to influence others. One of the most influential theories of power comes
from the work of French and Raven, who attempted to determine the sources of power leaders
use to influence others. Identified five sources of power that can be grouped into two
categories: organizational power (legitimate, reward, coercive) and personal power (expert and
referent). Generally, the personal sources of power are more strongly related to employees’ job
satisfaction, organizational commitment, and job performance than are the organizational
power sources. One source of organizational power—coercive power—is negatively related to
work outcomes. However, the various sources of power should not be thought of as completely
separate from each other. Sometimes leaders use them together in varying combinations
depending on the situation. A new concept of power, referred to as “empowerment,” has
become a major strategy for improving work outcomes. 
P-1.6
Among these powers, System Technology Institute University has used Disciplinary power. As
System Technology Institute University is wants to be successful, System Technology Institute
University is used this power, there are many good and bad effects of this university. This is
used System Technology Institute University employees of university order disciplines. But if
rules for employees are so strict and order to work tiredly, will be increased about turnover
rate of university. And System Technology Institute University has used discipline, university
can punish workers by not giving the salary for one month.
Organizational politics
Organizational politics are broadly speaking, refers to the network of the social relationship
between employees, their managers, customers, suppliers, competitors and so on. All of whom
can be involved in organizational politics, insofar as they are involved whether wittingly or not
in practices of power.
There is relating to the ability to plan things carefully and keep things neat to the activities of
the government or people who try to influence the way a country is governed.
LO 2 Evaluate how to motivate individuals and teams to achieve a goal.
Motivational theories:
Extrinsic and intrinsic motivation. Motivational theorists and theories: content theories
(Maslow, Herzberg and Alderfer) and process theories (Vroom, Adams, Latham and Locke). The
implications of motivational theory on management and leadership within organizations.
Behavioral psychology: Definition of emotional intelligence and the importance of soft skills for
managers and teams. Task vs relationship leadership and psychodynamic approach to behavior.
P-2.1
Motivation
Motivation is a cognitive decision - making the process through which goal-directed behavior is
initiated, energized, directed and maintained (Huczynski and Buchanan, 2013). 
Importance of motivation
Motivation is the enthusiasm to do something for the successful. It is a plan for doing
something is that causes you to want to do it. 
In a team has to know what the employees needed. If group leader of team does not know
needs of many employees. E.g. Most of employees from a team want to increase salary when a
little of worker has worked a job with good abilities for a long time. But leader of a team does
not increase salaries of employees. So, that a lot of employees or team does not work under
the leader and the turnover rate will be increased.
A three -fold classification
Economic rewards such as pay, fringe benefits, pension rights, material goods and security. This
is an instrumental orientation to work and concerned with other things.
Intrinsic satisfaction derived from the nature of the work itself, interest in the job and personal
growth, development. This is a personal orientation to work and concerned with oneself.
Social relationships such as friendships, group working, the desire for affiliation, status,
dependency. This is a relational orientation to work and concerned with other people.
Extrinsic Motivation
It is coming from outside, or not related to something, the act or process of motivating that the
condition of being motivated and is the stimulus or influence.
Intrinsic Motivation
A basis for a plan to do a thing, being an important part of making it what it is of willingness to
do something or something that causes a problem in which anyway, wants and demands, a
person's desire to use all their abilities to achieve and be everything that they possibly can.
The expression is used by Maslow in his theory of human motivation to be necessary to have
something, or to want something very much.
Intrinsic Motivation occurs when someone gets satisfaction from an activity itself without
threats or rewards from outside. Employees are more likely to be intrinsically motivated if they
can see that their success is a result of something they have done, put in more work they will
achieve more positive outcomes have some control over their results that given a degree of
freedom are interested in the work they are doing.
Esteem Needs
This is the admiration and respect that you feel toward another person to have something or
to want something very much. 
Social Needs
That is related to the way people live together or to the rank a person has in a society to have
something or to want something very much. 
Physiological Needs
The person is relating to how the bodies of living things work to have something or to want
something very much. 
Safety and Security Needs
The condition of not being in danger or of not being dangerous of the freedom from risk, the
threat of change for the worse to have something or to want something very much. 
P-2.2
Content theory
That is a theory that tries to explain why employees behave in the way that they do something
for success in the business.
Process Theory
Process theory is an approach to explain the organizational behavior based on narratives that
show how many factors combining and interacting over time in a particular context, are likely to
produce the outcomes of interest (Mullins, 2010).
Process theory is a series of actions or events performed to make something
or achieve a particular result, or a series of changes that happen naturally and
something suggested as a reasonable explanation for facts, a condition, or an event.
Expectancy Based Model
The feeling that something exciting or pleasant is going to happen is used ,form adjectives
showing main place or area in which something or someone works, lives, or does business
a representation of something in words or numbers that can be used to tell what is likely
to happen if particular facts are considered as true.
Equity Theory
A process of motivation which argues that perception of unfairness leads to tension motivates
the individual to resolve that unfairness (Huczynski and Buchanan, 2013).    
The value of a company, divided into many equal parts owned by the shareholders, or one of
the equal parts into which the value of a company is divided to the something suggested as
a reasonable explanation for facts, a condition or an event.
Herzberg’s Two Factors Theory
Motivators
A motivator is a job if present, serve to motivate the individual to superior effort and
performance that relate the content of work itself, include recognition, personal growth, sense
in achievement (Mullins, 2010).
A motivator is a person or thing that makes someone enthusiastic about doing and a factor or
situation that causes people to feel motivated to do something.
Hygiene factors
Hygiene factors are opportunity within a job that serves to prevent dissatisfaction of
environment, are extrinsic to the job itself and include security, working conditions, salary
(Mullins, 2010).
Hygiene factors are something connected with a job that may not make an employee
feel satisfied but that will make them feel unhappy if it is not provided.
for example, fair play, respect from other workers, or pleasant working conditions.
2.3
In 19th and 20th century, the organization has been used content theories are concerned with
specific things that actually motivate of individual at work, identifying people’s needs, their
relative strengths and goals they pursue in order to satisfy these needs.
Nowadays, equity theory is use and apply to work situation, focuses on people feelings, may
expect promotion as an outcome at a high -level contribution input in helping to achieve an
important organizational objective, compare their own position with that of others.
2.4
We must be think their feelings about the equity of exchange are effected by treatment they
receive when compared with what compared with what happens to other people, involve a
number of inputs and outcomes according to how they perceive their importance, when there
is an unequal comparison of ratios the person experiences a sense of inequity.
LO 3 Demonstrate an understanding of how to cooperate effectively with others.
Different types of organizational teams:
Including functional, problem-solving, project teams.
The impact of technology on organizational teams: the role of virtual team development and
networking.
Team dynamics and teamwork: Definitions of the terms group and team, and the differences.
Tuckman’s Team Development model and the impact of development stages on individual
development.
Belbin’s typology for managing effective teams and considering roles and skills required for
effective teams.
Soft and hard communication, co-operation and competition.
Benefits and risks of teams.
Conflict resolution.
P3.1
Group
Group is two or more people, in face to face interaction, each aware of their group membership
and interdependence as they strive to achieve their goals (Huczynski and Buchanan, 2013).    
A collecting number of people or things which are together or considered as a unit in one place
at one time. 
Team
A team is a group whose members shared a common goal that they pursue collaboratively and
who can only succeed or fail collectively (Huczynski and Buchanan, 2013).
P 3.2
A working Team
It is relating to the job of surroundings and performing as intended and doing what it
is supposed to do.
A Self-directed Team
This is making your own decisions, organizing your work rather than being told what to do
by managers, teachers and so on that are many people who act together as a group, either in
a sport or to achieve something.
A Management Team
Management Team is the people who manage a company or organization, considered as
a group.
A Project Team
A group of individuals assembled to perform activities that contribute toward achieving a
common task-related goal. Many business operators will put together a project team consisting
of skilled workers from the same or different functional areas to work on an important project.
 A Multi-functional Team
 Multi-functional Team is having many intended to be used; practical rather than attractive a
group of people who play a particular sport or game together against other similar groups of
people.
P3.3
Forming Stage
The forming stage has two phases. The first occurs as people join the group. In a formal group,
people join because of some work assignment. Once they’ve joined, the second phase begins:
defining the group’s purpose, structure, and leadership. This phase involves a great deal of
uncertainty as members “test the waters” to determine what types of behavior are acceptable.
This stage is complete when members begin to think of themselves as part of a group [ CITATION
Ste12 \l 1033 ].
A process in which the shape of a partly finished product, an activity, process, or period is one
part of it. For example, sheet metal is changed using plastic deformation.
Storming Stage
The storming stage is appropriately named because of the intragroup conflict. There’s conflict
over who will control the group and what the group needs to be doing. During this stage, a
relatively clear hierarchy of leadership and agreement on the group’s direction emerge.
Characterized by or displaying dynamism, speed, and energy that is a part of an activity, or
a period of development.
Norming Stage
Group development during which members of the group establish guidelines, standards and
develop their norms of acceptable behavior (Mullins, 2010).
The norming stage is one in which close relationships develop and the group becomes cohesive.
There’s now a strong sense of group identity and camaraderie. This is complete
third stage of group development, characterized by close relationships and cohesiveness
[ CITATION Ste12 \l 1033 ].

Performing Stage
The group structure is in place and accepted by group members. Their energies have moved
from getting to know and understand each other to working on the group’s task. This is the last
stage of development for permanent work groups. However, for temporary groups—project
teams, task forces, or similar groups that have a limited task to do [ CITATION Ste12 \l 1033 ].
An animal trained to perform tricks before an audience, as in a circus of an area where actors
or other entertainers perform.
Adjourning Stage       
The group prepares to disband and focuses its attention on wrapping up activities instead of
task performance. Members react in different ways. Some are upbeat, thrilled about the
group’s accomplishments. Others may be sad over the loss of camaraderie and friendships
[ CITATION Ste12 \l 1033 ] .

Adjourning stage is a group, completion of a task or members leaving the organization, moving
to produce or cause to happen for public view or public effect.
P 3.4
Resource Investigator
Resource Investigator is a useful or valuable possession or quality of a country, organization or
person whose job is to examine a crime, problem, statement, to discover the truth.
People who have the contacts outside to add resources that will get the job done are therefore
incredibly useful since their network of another dimension team made up entirely investigators
will have lots but may struggle to get the job done because everyone is trying rather than do
work.
Team worker
Like a team to be cohesive, working on the task, they will try ensure that confrontations are
smoothed over and that members understand each other. A group is made up exclusively, likely
harmonious but many slow, indecisive do not want dominate or offend.
Co-Ordinator
Someone whose job is to make different groups work together in an organized way
to achieve something.
Plant
Individuals who have lots of ideas, solutions and who look at things differently. They are usually
bright, feel comfortable being separate from the crowd. A team made solely of plant is likely to
be big on ideas but may not be so good at seeing them thought to completion.
Monitor Evaluator
A person who has the job of watching or noticing particular things of someone whose job is
to judge the quality, importance, amount, or value of something. 
Specialist
A specialist is someone who limits his or her studying or work to a particular area of knowledge,
and who is an expert in that area.
Shaper
Like to win and will push to achieve their goals. If this means challenging, arguing, bulling then
so be it, a team full of focused but may disintegrate because there are too many dominant
characteristics, in fighting becomes destructive.
Implementer  
Someone whose job is to put a plan or system into action use the ideas, methods, and
strategies practically.
These are the doers. They turn ideas into positive action and can be relief upon to get job done,
very loyal team will happily take on others do not like, may be a lack of imagination some
inflexibility in how things are done
Completer Finisher
These people ensure that the job is finished completely, all lose ends will be tied off are
perfectionists who can be relied upon to make sure everything has been double checked since
they like to be done properly, they may highly stressed individuals reluctant let go, checking up
on other team members work is up their own standards.
P3.5
Cohesiveness  
The process by which messages or information is sent from one place or person to another, or
the message itself, the exchange of information and the expression of feeling that
can result in understanding.
Communication is the lifeblood of any organization and its main purpose is to change the
influence action.
Groupthink
Groupthink is the process in which bad decisions are made by a group because its members do
not want to express opinions, suggest new ideas, that others may disagree with somethings.
Homogeneity
The quality of consisting of parts or people that are similar to each other or are of the
same type.
Role Identity
The duty or use that someone or something usually has or is expected to have a person is, or
the qualities of a person or group that make them different from others.
Stability
The situation in which something is not likely to move or change, something such as
an economy, company, or system can continue regularly and successfully
without unexpected changes.
Team Size
Determining the optimum team size is not an easy answer. However, in general, the optimum
team size is five to seven members. The team size that continues to function effectively is  four–
nine members. And, teams are known to function cohesively with a size of up to 12 members.

Organizations often have teams that are not dedicated to providing a product or a service to
the external customer. Rather, their purpose is to create a work environment that fosters
employee happiness, engagement, wellness, and safety, usually limit the terms of their
members to a year so that many employees have the opportunity to serve and bring fresh ideas
to these teams [ CITATION Sus17 \l 2057 ].

P3.6
There are two types of two team development theories.
According to,
1.Kormansaki and Mozenter (1987) Stages of Team Development
Kormansaki and Mozenter (1987) integrated the various theories and suggested the following
stages of team development. These stages are sequential (each stage is followed by the next
one). Each stage has the task outcome and a relationships outcome. Kormansaki and Mozenter
have identified following stages of team development.
Awareness
Awareness is the knowledge that something exists, or understanding of a situation or subject at
present based on information or experience.
Conflict
Conflict is inevitable among humans, a natural outcome of human interaction that begins when
two, more social entities come in contact with one another in attaining their objectives (Rahim,
2011).
Conflict is present where there is an incompatibility of goals arising from opposing behaviors at
the individual, group or organizational level. Particularly, conflict is behavior intended to
obstruct the achievement of some other person’s goals.
Cooperation
Cooperation has occurred when two, individuals help each other to reach, obtain what is
needed or sought (Tuomela, 2000).
Productivity
Productivity is the relationship between the output generated by a production system, the
input provided to create this output, the relationship between results and the time it takes to
accomplish (Prokopenko, 1992).
Separation      
Separation is the act of separating two or more people or things, or the state of being
separated.
There are two types of two team development theories.
According to,
1.Kormansaki and Mozenter (1987) Stages of Team Development
Kormansaki and Mozenter (1987) integrated the various theories and suggested the following
stages of team development. These stages are sequential (each stage is followed by the next
one). Each stage has the task outcome and a relationships outcome. Kormansaki and Mozenter
have identified following stages of team development.
Awareness
Awareness is the knowledge that something exists, or understanding of a situation or subject at
present based on information or experience.
Conflict
Conflict is inevitable among humans, a natural outcome of human interaction that begins when
two, more social entities come in contact with one another in attaining their objectives (Rahim,
2011).
Conflict is present where there is an incompatibility of goals arising from opposing behaviors at
the individual, group or organizational level. Particularly, conflict is behavior intended to
obstruct the achievement of some other person’s goals.
Cooperation
Cooperation has occurred when two, individuals help each other to reach, obtain what is
needed or sought (Tuomela, 2000).
Productivity
Productivity is the relationship between the output generated by a production system, the
input provided to create this output, the relationship between results and the time it takes to
accomplish (Prokopenko, 1992).
Separation      
Separation is the act of separating two or more people or things, or the state of being
separated.
The Dependency Stage (Heavily reliant on leader)

Group display desperate efforts to extract knowledge, power or goodness from leader, in a
forever dissatisfied way perceived failure of the leader to line up with such an ideal of
perfection met with denial, then rapid complete devaluation of him and a search for a
substitute leadership of members feel united by a sense of needfulness, helplessness and
fear(Huczynski and Buchanan, 2013).

Fight or Flight Stage

Group unites against vaguely perceived external enemies, flight group protects group from
infighting, opposition by some members of the group to the ideology/stream of thought cannot
be tolerated, main group easily splits in sub groups which fight each other frequently one sub
group becomes subservient to the idealized leader (Huczynski and Buchanan, 2013).

Pairing stage

Team members forms paring to save the group from the conflicts related to the dependency
and flight and flight assumption (Huczynski and Buchanan, 2013).
LO 4 Apply concepts and philosophies of organizational behavior to a given business situation.
Concepts and philosophy: Path-goal theory leadership styles that improve team performance
and productivity. Contemporary barriers to effective behavior, situational resistance, social
capital theory and contingency theory.
P-4.1
Barriers          
Barriers are defined as anything used or acting to block someone from going somewhere or
from doing something, or to block something from happening.
There are also many barriers to building up of the System Technology Institute University. The
Chief Executive Officer (CEO) of System Technology Institute University has a little money to
invest and distribute university makes a group, giving a share member, for building System
Technology Institute University. As social media are also not developed in those days, System
Technology Institute University has advertised mostly in billboards. That costed many values
and difficult in marketing. But in previous years, social medias are developing worldwide so that
System Technology Institute University is announced in Facebook, YouTube, etc. Many private
universities in Yangon, System Technology Institute University reduce prices of university of
overcome students. System Technology Institute University also choose and have work, know
employees are suitable for university.
P-4.2
There are two types of leadership theories.
1.Path-Goal Theory 
Path goal theory is an approach to leadership that is theoretically complex but also pragmatic
that provides a set of general recommendations based on characteristics of subordinates and
tasks for how leaders should act in various situations if they want to be effective.
The path-goal theory states that the leader’s job is to assist followers in attaining their goals
and to provide direction or support needed to ensure that their goals are compatible with the
goals of the group or organization. Developed by Robert House, path-goal theory takes key
elements from the expectancy theory of motivation. The term path-goal is derived from the
belief that effective leaders clarify the path to help their followers get from where they are to
the achievement of their work goals and make the journey along the path easier by reducing
roadblocks and pitfalls.
The path-goal theory states that the leader’s job is to assist followers in attaining their goals
and to provide direction or support needed to ensure that their goals are compatible with the
goals of the group or organization. Developed by Robert House, path-goal theory takes key
elements from the expectancy theory of motivation. The term path-goal is derived from the
belief that effective leaders clarify the path to help their followers get from where they are to
the achievement of their work goals and make the journey along the path easier by reducing
roadblocks and pitfalls.
Directive leadership
Directive leadership believes that man is also a competitive creature driven to achieve
(Badracoo and Ellsworth, 1989).
Supportive leadership
The leadership style is used to follow is Supportive leadership because according to me the
followers are as important as a task. The goals can only be achieved with the help of followers if
followers are facing any problem either in their personal life or under organization roof the
effect of that problem can be measured from their task results. Supportive leadership is
working along with followers guiding them helping them instead of working ahead of them.
Human beings are the most important aspect of this type of leadership. 
Achievement-oriented leadership
Participative leadership
Participative leadership is a management style that is used today by a significant number of
companies and organizations. Understanding how it works will allow you, either as a manager
or employee, to better function in an organization that uses it. Participatory leadership is a style
of management where decisions are made with the most feasible amount of participation from
those who are affected by the decisions.
2.Hersey and Blanchard theory
Paul Hersey and Kenneth Blanchard developed a situational leadership theory that focuses on
organization at activity and operational environment. Their approach is one that leaders apply
on the job or in the office and emphasizes followers and their willingness to do a job [ CITATION
Lea09 \l 2057 ].

Telling 
Showing truth about a situation or showing what someone thinks, it shows the true nature of a
person or situation.
Selling 
Selling is the activity of making products and services available so that people buy them, the act
of offering something for sale.
 Participating
Participating is to take, a part or have shared something in an event or activity.
Delegating
Delegating is to give a particular job, duty, right, someone else so that they do it.
P-4.3
 Among the two types of Path-Goal Theory and Hersey and Blanchard’s Situational Theory,
System Technology Institute University is mostly using this. In System Technology Institute
University, idea of managing director is most important because employees have to obey
owner’s order has to think about that barriers make a meeting to protect and solve that will
meet in future. And principal has to order the Chief Executive Officer that which works have to
do and checks employees work in all days. When work is wrong, gives to workers and explain
the fault of employees not do in second time and in third time, collect findings, reducing,
assistant will knock out by giving salaries for 3 months.

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