ANSWER SCRIPT

MANAGING ORGANIZATION

(BMO2O-3-M-MO)

SUBMITTED BY:

NAME: SUSHMA CHHETRI

STUDENT NUMBER: NPB000185

INTAKE CODE: NPSMF2001MBA

 Answer (Question1)

In order to stay sustainable and efficient, practically every company will experience a
transformation or shift at some stage. Whether it's embarking on new personnel, expanding a
department, or integrating with another company, these shifts will have a huge effect on the
company's trajectory. Organizational change refers to the behavior in which an enterprise or
corporation, such as its philosophy, the underlying technology or facilities it uses to function, or
its internal procedures, changes a significant component of its operation.

Similarly, Organizational development is an area of research that discusses transition and how it
impacts organizations within those organizations and people within them. Successful
organizational growth can allow companies and employees to deal with transition.
Organizational development allows institutions, both internally and externally, to deal with the
tumultuous climate, mostly doing so by initiating expected measures to improve.

Every individual has their own perspective especially to "organization change". It depends how
an individual view or describe a change. Where, the view could be inconsistency and on the
other hand the same view could be different from each other. Basically, there are 10 topologies
of perspective. Here, two similar perspective are discussed below based on their nature, strength
and weakness and also management focus:

a. The Postmodern Perspective: It is a way of looking at the universe that denies objectivity
and reason. It reflects instead on the ways in which human beings struggle to mold reality
and invent their universe. Truth is thus collectively created for postmodernists, and for
this reason, there is not one reality, but many truths. It is relative than absolute. Reason
and logic have proven illusory for postmodernists, and reality is a social construct. An
organization, or rather certain persons and organizations that control it, produce their own
truth in organizational terms, their own vision or views of the world. Whether or not they
see themselves as good, whether or not they see the universe as unpredictable, whether or
not they feel that they will form their own destiny, is essentially not decided by any
empirical evidence or by what happens. As such, their world, but with their own capacity
to form their own reality. To a large degree, the extent to which they will enforce their
 perception of truth on others, both within and outside, will decide whether or not they and
the organization are deemed successful.

b. Realism Perspective: Realism is like postmodernism, a cultural doctrine that was first
applied to the humanities, but has been picked up by organizational thinkers in recent
decades. Including postmodernists, realists often claim that reality is built socially. Yet
realists, unlike postmodernists, oppose the idea of different realities. Realism's core is
that there is only one truth, and even though we have not yet found it this exists. Realists
see both the natural and social environments as comprised of dynamic systems, even
though we are ignorant of them or how they shape our actions. For realists, events and
event patterns are produced or activated by processes and forces that occur regardless of
the events they create. Realists do not however, question human beings' capacity to form
their environment, but they see this ability as being constrained in culture by an aggregate
of real and tangible systems, traditions and norms.

On the other hand, two different perspective are listed below:

a) Cultural Perspective: Cultural perspective is general way of doing things in organization.

Change is governed by the values, beliefs and norms shared by the organizational
members. Cultural perspective encourage conformity but it is equally difficult to change.
Instead of PEST, cultural perspective prefers internal factors like employee, managers
and resources. These internal factors control within the organization. However, change
can be influenced by the outsiders like personal and social factors.

b) Institutional Perspective: Institutional perspective is commonly focus on the external

factors. The external factors are not within the control of single organization. Unlike,
cultural perspective, change is governed by political-legal, socio-cultural, economical and
technological of an organization and ignore internal factors as well. Institutional
perspective encourage conformity to standards.

In every organization change is significantly important that results the developments of change
perspective over the time period. Any company looking for the pace of change to slow in today's
fast-moving environment is likely to be sorely disappointed. Every day the world changes: the
population changes, customer trends change, technology changes and the economy changes.

 Technology Change: Organizational leaders would still dictate correspondence to

secretaries, edit their words and send them back to the drawing board without change,
wasting time for all involved. In most organizations, changes that result from the
adoption of new technology are common. Although at first it can be disruptive,
eventually the change tends to increase productivity and delivery of services. Technology
has also changed how we interact. Company owners no longer dial a rotary phone, get a
busy signal, then try again and again before they get through. In order to find out about
other people who could be helpful tools, business people no longer need to laboriously
approach people in person. Today, through search engines as well as through social
media platforms, they will search for experts online. The burgeoning communication
technologies of today reflects developments that allow companies to understand more
than ever before and rapidly.

 Unlimited Needs: The needs and ends of an individual are unlimited. Customers who
were happy to do business at normal opening hours only a few years ago now expect the
company to still be open and ready with a mobile tap. Customer requirements shift and
expand as the environment develops, generating additional demand for new forms of
goods and services. It opens up new fields of opportunity for entrepreneurs to satisfy
those needs.
 Answer (Question2)

Motivation is the frame of mind that inspires all human beings to do things with the greatest
spirit and optimism. The leader would have to ensure that there is inspiration for any member in
the team and the organization. The different ideas of inspiration help to explain what is going to
inspire people. (Knowlefge Hut, n.d)

There are several motivational hypotheses. Some of the most popular theories of motivation are
listed below:

a) Alfred Alderfer’s ERG Theory

b) Victor Vroom’s Expectancy Theory
c) Skinner’s Reinforcement Theory
d) Herzberg’s Motivator-Hygiene Theory

Here, only two theories are evaluated so to know how employee behave in an organization and
how these theories motivate them as well.

1. Herzberg’s Motivator-Hygiene Theory: In order to attract high-quality employees and

improve productivity, part of every employer's role is to ensure that employee satisfaction
is high. Herzberg's two-factor hypothesis is one of the most influential hypotheses
surrounding motivating variables in the field. These are:
 Motivators: Motivate employee work harder.
 Hygiene Factors: They would not inspire workers to work more, but if they are
not there it will allow them to become unambitious.

Herzberg claimed that the existence of motivators guaranteed employee satisfaction,

while a lack of hygiene factors resulted in workplace dissatisfaction. The two-factor
incentive hypothesis holds that career satisfaction and frustration are two distinct groups of
leading factors that are completely different. Herzberg's motivation-hygiene hypothesis
maintains that workers must increase motivation factors for workers while also improving
hygiene in the workplace in order to promote peace in the workplace.
In order to retain employee discontent at bay, it is important to have a work atmosphere of
high hygiene, according to Herzberg. According to Herzberg, here's a list of some of the
primary hygiene factors which shows how employee behave in an organization.

 Pay: Low pay could easily cause employee discontent. In order to keep discontent
down, workers should be fairly paid.
 Benefits: Extreme advantages are required for most full-time workers and thus fall
into the hygiene division. A company should ensure that the advantages they offer are
comparable with what other firms in their sector provide.
 Job Security: It is also less likely that workers will experience a sense of frustration at
work because they feel like they are comfortable in their jobs.
 Work Condition: A fundamental need that workers require from their employers is
safe and secure working hours. Employers should not cut corners when it comes to
the health and wellbeing of workers to ensure elevated hygiene.

Herzberg notes that the variables that drive workers to work also have to do with giving
them in their present place a stronger sense of meaning and importance. The list of
motivating factors to motivate employee:

 Recognition: Recognizing workers for the excellent work they've done is part of
growing employee satisfaction. The principle of motivation holds that as workers
are rewarded and acknowledged for a job well performed, workplace performance
increases.
 Meaning Work: Employers should try as much as possible to provide valuable
jobs to their workers and make them see how their labor leads to a higher end
product. A certain degree of mindless, menial labor requires many tasks, so the
more workers can give workers the impression that their jobs are important, the
more they would be inspired to work.
 Autonomy: A significant aspect of the motivator-hygiene philosophy of Herzog is
to give more control and transparency within an organization to workers. If they
believe like they have a big job and a wide degree of self-direction, workers begin
to have a stronger sense of pride and inspiration. (Master Class, 2020)
2. Skinner’s Reinforcement Theory: It notes that the actions of people, result of their
effects. It is based on the law of effect, the action of individuals with positive outcomes
tends to be replicated, but the behavior of individuals with negative effects tends not to be
repeated. This idea completely focuses on what happens to a human when he takes any
action. According to Skinner, in order to inspire the worker, the exterior atmosphere of
the enterprise must also be built efficiently and favorably.
Following methods are listed for controlling employee behavior and motivating them:
 Positive Reinforcement: This implies giving a positive reaction when an
individual exhibits positive and necessary behavior. The incentive is a
constructive, but not inherently, reinforcement. If and only if the conduct of the
workers changes, a constructive reinforcer may be considered to be an incentive.
Positive feedback stimulates a behavior to occur. It must be remembered that the
incentive is more random, the higher the reinforcing value it has.
 Negative Reinforcement: This involves thanking an employee by preventing
harmful / unwelcome effects. To increase appropriate / necessary behavior, both
positive and negative feedback may be used.
 Extinction: Extinction means reducing the risk of undesired behavior by
eliminating compensation for that form of behavior. For example, if an employee
no longer earns appreciation and admiration for his good work, he will believe
that there is no fruitful effect on his actions. Extinction can decrease beneficial
behavior unwittingly.
 Punishment: This involves eliminating meaningful outcomes in order to will the
risk that negative behavior will be replicated in the future. In other words, penalty
involves the use of unfavorable outcomes to explain undesirable behavior.
However, positive reinforcement from alternative sources, punishment can be
equalized. (MSG, n.d.)
 Answer (Question3)

Human resources management refers to the procedure of hiring and developing a business
workface. Human resource manager does not just handle the recruitment of new staff, it also
oversees the redundancy for organization that want to downsize.

Good workers are a growing organization's lifeblood, and will help move the enterprise forward
to accomplish its objectives. If I were human resource manager, I would definitely retain elderly
staff in my business organization than younger staff. Older workers, in particular, give a growing
organization multiple benefit. The justifiable reason for hiring older worker are listed below:

a. Skilled and Experienced: As we all know older worker bring the high level of experience
and as well as knowledge. As we can see in some business institution like jewelers,
embroiderers, it takes employees a decade or more to learn the technological expertise
needed to do their job. Hence, the older worker having the high level of knowledge and
skills ultimately benefits my organization.
b. High Work Ethic: Organization after organization spoke of older staff being the first to
come for a job, being concentrated all day and being individuals who barely miss work,
even in fast-paced, physically demanding industries. When it comes to work, older
worker takes the job more seriously than the younger one. People who in the past have
experienced suffering believe like they have to show themselves to get recognition from
their work which shows the high degree of work ethic which is incomparable.
c. Loyalty: In addition, older employees are less likely to resign. They are less likely to be
on a steep career path and are more likely to be drawn to continue if the flexibility and
protection needed by many are offered to them.
d. Gravitas: People enjoy working with people with expertise, and older workers also have
more experience that is unique to the sector. With more realistic experience, older
workers are more likely to stay cool and level-headed in troubled times and polite too.
e. Communication Skills: Older staff who understand when and how to interact—develop
over years of experience. Older staff grasp politics in the office and know how to express
their ideas to the boss diplomatically.
f. Network full of contact: They also established their own address book of connections
once older employees have been working elsewhere. We never know whether there
would be a perfect strategic connection with an aging worker. For example, a successful
entrepreneur who owns a company that could really encourage your organization to
achieve the next level. When we employ an elderly worker, we hire their network, along
with them to some degree.
g. Part of Business Brand: The adequate knowledge and personalized customer service of
ageing worker become a part of business brand. For example: Aging staff at Rudy's
Music Stop who over the decades, share their experience in music and developments in
the guitar and music industries with clients, become a pleasant part of the shop visiting
experience.
h. Diverse Workplace: Engaging a number of age groups in the office can be difficult. Also,
some older workers can also be misled by younger executives asking them what to do.
Combining the age classes, though will help the company's diversity. Each age
demographic is bound to pick up tips easily if we hire a lot of people and have younger
and older workers mixed on a regular basis. This will improve the productivity and
ability of the younger workers, while enhancing the abilities of more experienced
employees as well. In comparison, it also provides a learning environment.
 References
Knowlefge Hut, n.d. Motivation Theories. [Online]
Available at: https://www.knowledgehut.com/tutorials/project-management/motivation-theories
[Accessed 23 November 2020].

Master Class, 2020. How to Use Herzberg’s Two-Factor Theory to Boost Worker Productivity. [Online]
Available at: https://www.masterclass.com/articles/how-to-use-herzbergs-two-factor-theory-to-boost-
worker-productivity#what-is-herzbergs-twofactor-theory
[Accessed 23 November 2020].

MSG, n.d.. Reinforcement Theory of Motivation. [Online]

Available at: https://www.managementstudyguide.com/reinforcement-theory-motivation.htm
[Accessed 23 November 2020].