Answer 1

Introduction

In 1991, a research project was launched which was similar to Hofstede’s research,
called Global Leadership and Organisational Behaviour Effectiveness (GLOBE). The
Global Leadership and Organisational Behaviour Effectiveness (GLOBE) had a
research team that involved 170 researchers from around 60 countries globally.
The objective of the project was to study the complex relationships between culture,
social cohabitation, organizational effectiveness, leadership behavior, and the economic
success of societies in different nations.

The study expanded Hofstede's five cultural dimensions: Power Distance,

Individualism/Collectivism, Masculinity/Femininity, Uncertainty Avoidance, Long-
term/Short-term Orientation into eight dimensions.

These eight dimensions of GLOBE are:

● Institutional collectivism
● Uncertainty avoidance
● In-group collectivism
● Power distance
● Performance orientation
● Gender egalitarianism
● Assertiveness
● Humane orientation

GLOBE researchers found a group of regions with affinity to specific cultural

dimensions, which was similar to Hofstede’s. GLOBE’s study also examined both the
practices and values in terms of not only identifying “how people think things should be
(values)” but also “how things are (practices)” in terms of various cultural dimensions.

Concept and Application

GLOBE researchers started with the notion that different cultures have different
distinguishing attributes. This was done with a target to distinguish the most suitable,
apt, effective, and thoroughly acceptable organizational and leadership practices within
a culture. By doing this the researchers had concluded that societal culture has a direct
and proportionate impact on the organizational culture. A similar conclusion was drawn
by Hofstede as well.

The GLOBE framework outlines the clusters of varied countries within the world with
their preferred leadership profiles supported the culture of the region, the well-liked
profiles emphasize what each manager must have in their skill sets to market their
management roles as they perform their duties in various parts of the globe and
because of GLOBE study, managers can learn the culture of a given region as they
prepare to require duties. The success of a manager equals the success of the
organization and by understanding the culture of the environment, management will
always work to support the preference of the people hence the organization will
eventually succeed.

The globe research involves a broad study that compares the qualities of operative
leadership across top management teams and directors of organizations across
cultures and countries. The GLOBE study's researchers are primarily interested in how
organizational culture affects leadership behavior and whether organizational
performance is influenced by leadership styles to management expectations.

This study's results are important because they help managers understand the
connection between culture and organizational performance.
The culture refers to the traditions and principles that have existed in an organization for
a long time, as well as the staff's beliefs and the unanticipated importance of their jobs,
both of which can affect their attitudes and actions.

Above all, the results support managers by reinforcing the significance of their positions
to organizational outcomes, the significant impact of culture on society's leadership
expectations, and the importance of matching their actions to each society's leadership
expectations. Managers will have a positive effect by understanding this relationship
from this GLOBE analysis.

As per the GLOBE study, leadership acceptance may be a function of the interaction
between culturally endorsed implicit leadership theories (CLTs) and leadership
attributes and behaviors. Some leadership attributes could also be conflicting with CLTs
while few others might not be so. That leadership attributes that agree with CLTs are
going to be more accepted than others. The project identified six global CLT
leadership dimensions.
These are:

● Autonomous leadership
● Charismatic/value-based leadership
● Self-protective leadership
● Participative leadership
● Human-oriented leadership
● Team-oriented leadership

Autonomous leadership: it is the degree to which a leader reflects his or her

independent and individualistic leadership qualities and aspects.

Charismatic leadership: it is the degree to which a leader can inspire and motivate
other people around him or her.

Self-protective leadership: it refers to the degree to which a leader is self-centered

and uses a face-saving approach for his or her benefit.

Participative leadership: it is the degree to which a leader involves others in decision-

making and is participative in nature.

Human-oriented leadership: it refers to the degree to which a leader shows

compassion and generosity towards others

Team-oriented leadership: it is the degree to which a leader can foster a high

functioning team to future developments.

An organization's culture can be described as a collection of essential suspicions,

qualities, mentalities, and social norms shared by its members and passed down
through their viewpoints, considerations, feelings, and activities, as well as material and
nonmaterial items.

Following are the nine GLOBE dimensions of societal culture:

Uncertainty Avoidance: This coordinates directors about how much a community,

company, or meeting relies on social values, rules, and strategies to mitigate the
volatility of future events.
Future orientation: How much an organization promotes and rewards future-oriented
activities such as preparation and conceding delight.

Power Distance: The belief that force would be distributed uniformly among members
of an organization.

Collectivism I (Institutional): The extent to which authoritative and social structures

advance and prize shared asset allocation and action.

Collectivism II (In-Group): This shows how much pride, duty, and cohesion people
have in their organizations.

Humane Orientation: How much an organization respects and honors individuals who
are honest, selfless, sympathetic, adoring, and kind to others.

Performance Orientation: The extent to which an organization encourages and

rewards participants who strive to improve their exhibition.

Gender Egalitarianism: It refers to an organization's efforts to reduce gender

disparities.

Assertiveness: how much the association's employees are constructive, bellicose, and
forceful in their relational partnerships.

Conclusion

GLOBE is the most detailed study to date that has observed the relationship between
community and pioneer movement in a variety of communities and associations, using a
variety of quantitative and subjective pointers and techniques.

Answer 2

Introduction

A team is described as a structured group of interdependent individuals who are

accountable for achieving shared goals. Teams in an enterprise include the quality
assessment team, the research team, and the development team, etc. Teams play a
critical role in completing work under deadlines in the organization.
A team has the following characteristics:

● Members of a team communicate openly with one another.

● The members of a team depend on one another to complete tasks.
● A team willingly supports all of its team members.
● A team supports group decision-making.
● A team fosters a sense of confidence and support among its members.
● A team gives its members the ability to make suggestions.
● The leader or supervisor provides daily feedback to team members to help them
improve their results.
● The accomplishment of organizational goals necessitates the dedication of team
members.

Concept and Application

Teams may be classified according to their function, composition, membership, and

length. The following are the categories of teams:

Functional team- A functional team is made up of a manager and a subordinate from

the same functional sector, such as the finance or marketing departments.

Cross-functional team- Employees from the same organizational level but separate
work areas or divisions make up a cross-functional team. These teams are created for
specific purposes and are dissolved once the mission is completed.
For example, when an organization decides to enter a new market, the heads of the
organization's various divisions, such as manufacturing, marketing, and finance,
collaborate to determine the organization's viability in that market.

Self-managed team- It is a team that is deemed capable of handling routine issues and
therefore does not need to report to its team leader regularly.

Supervised team-It is a team that operates directly under the direction of a boss or
manager.

Virtual team- It does not exist physically, but it functions by teleconferencing and
videoconferencing. Such teams gained importance because team members based in
various locations were unable to physically meet in a single location.
Problem-solving team- It is a group of employees from the same department who
meet once a week to discuss work-related problems such as quality issues.

Teamwork makes the dream a reality, but it can be difficult sometimes. Working
together and looking out for each other's backs is what teamwork entails. Effective
teamwork isn't teamwork until someone collaborates and there are enough obstacles to
overcome.

A team is similar to a chain in that it can only stay strong and powerful if all of its ties are
strong. If either of the links (or team members) fails, it can cause big problems for the
entire team.

Some of these problems are below:

● Communication: This means that if there are gaps and barriers in

communication among team members, teamwork will suffer as a whole.
● Personal variables: This applies to factors such as an employee's personality
and belief system. Individual differences caused by personal factors may be a
source of conflict.
 ● Unrealistic expectations: This applies to supervisors' unrealistic expectations of
workers. Unrealistic expectations can demotivate employees and lead to tension
between managers and team staff.
● Change: It implies that individuals or groups can be resistant to adapting to any
new change in an organization, resulting in conflict.
● Goal Conflict: It denotes that the interests of two or more individuals or groups
clash, resulting in conflict.
● The difference in values: It implies that people have a different belief system to
which they are emotionally bound and unable to compromise. In such a case,
one person's values can clash with another, resulting in tension in a team.
● Behavior: It implies that any extreme action taken by a person, whether
defensive or offensive, can trigger conflict in a team setting.

For creating effective and efficient teams, an organization needs to take into account
the following aspects:

● Clear goals: Organizational goals should be transparent and distinct for all team
members to understand their job obligations.

● Relevant skills: Certain important skills should be retained in mind when forming
a team to achieve team goals more easily.

● Mutual trust: It ensures the overall performance of the team. When team
members trust one another, they work well together to accomplish team goals.

● Unified Commitment: All team members must be committed and dedicated to

working together to accomplish team and organizational goals.

● Good Communication: An organization should have an open communication

forum for team members to express themselves freely. The organization should
also encourage healthy contact among team members in order to avoid
communication gaps or miscommunication.

● Negotiation skills: Team members should be strong negotiators and bargainers

so that they can demand the support they need from management in order to
operate efficiently.

● Appropriate leader: Leaders should be chosen based on the needs of the

situation.
 ● Internal support: Everyone In the team should look out for one another. This is
possible if both team members have strong interpersonal skills.

● External support: Non-members should provide sufficient support to the team

so that the assigned target is met within the time frame.

Apart from the above factors, a manager must also avoid the undesirable traits in order
to manage and build successful teams:

● Reduce group pressure and superiority among team members, as this will
reduce free thinking and speech, stifling great potential ideas of team members.
● Avoid having a single person exert control over the entire team.
● Avoid team dynamics because decisions reached by team members due to
political power would have an impact on the overall team goals and
effectiveness.
● Avoid distracting team members from the team's key goals and objectives.
● Avoid social cohesion in teams as it contributes to undesirable solutions that
would affect the organization.

Conclusion

It's one thing to have a team; it's but another to have teamwork and coordination. A
team that works well together will excel and achieve great things.

Answer 3

3 a)

Introduction

Reinforcement theory of motivation seeks to achieve the optimal degree of motivation in

workers by the use of reinforcement, punishment, and extinction. To promote the
desired behavior, a reinforcement strategy, which can be both positive and negative, is
used. Punishment serves as a barrier to workers' negative habits. Extinction refers to
reducing the likelihood of undesirable conduct.

Concept and Application

B.F. Skinner and his colleagues suggested the Reinforcement Theory. It is founded on
the principle of the "Law of Effect," which states that an individual's behavior toward
positive consequences appears to replicate, but individual behavior toward negative
consequences does not.

The reinforcement theory has four elements, which are explained below:

Positive reinforcement: It is the positive reinforcement and encouragement provided

to employees for displaying desired behavior or achieving desired results. It increases
the frequency of a specific behavior in an individual as a result of the addition of a
specific stimulus.
In a manufacturing factory, for example, a supervisor improves a quick-return process,
which reduces ‘idle time' by 20%. As a result, his or her wage rises by 25%. Needless to
say, he/she, as well as his/her colleagues, will attempt to replicate this form of creativity
in the future because of the incentive.

Negative reinforcement: It entails promoting good behavior among employees by

eliminating situations or stimuli that could lead to undesirable behavior or performance.
It increases the frequency of a specific behavior as a result of the absence of a specific
stimulus. Employees can improve the quality of their work and productivity if a manager
avoids punishing them for poor performance, for example.

Punishment: It entails creating conditions that preclude the incidence of any

undesirable behavior or outcome. For example, an employee who is suspended from
work for failing to perform his or her duties properly may exercise extreme caution when
returning to work, so he or she will not want the same treatment going forward.

Extinction: It is the complete absence of reinforcements (both positive and negative)

for lowering the likelihood of the occurrence of undesirable results. It attempts to reduce
the frequency of the behavior by eliminating the reinforcement. A film producer, for
example, normally creates fascinating films.
However, this director's last two films have not been particularly engaging. This leads
you to believe that you can avoid any potential films by this director. On the other hand,
if the director ceases to produce films, even if you do not miss the director's films, you
will retain positive memories of the director's work.

Conclusion

To summarise, the reinforcement principle is based on the fundamental premise that

outcomes affect actions. Consequences that bring rewards propel a specific action,
while consequences that bring punishment to reduce the instances of behavior.
Consequences that do not include a reward or punishment bring an end to the action.
The principle assists managers in selecting the most appropriate form of motivation.

3 b)

Introduction

Certain reinforcement schedules are designed in order to administer reinforcement

efficiently because when and how reinforcement is administered is important.
There are two major types of reinforcement schedules- Continuous reinforcement
schedule and Intermittent reinforcement schedule.

The reinforcement should take place immediately or shortly after the student's
response. At first, positive reinforcement should be provided for each correct response,
and then less frequently. When the desired behavior is not shown, the reinforcement
must be eliminated.

Concept and application

A reinforcement schedule is a principle that specifies which instances of actions will be

reinforced if any. Reinforcement schedules are classified into two types: continuous
schedules and intermittent schedules.

Continuous reinforcement schedule: Reinforcement is constant in this schedule,

which means that if desirable behavior is exhibited, it is promoted or reinforced, and the
frequency of its demonstration increases.

For example, candy machines are examples of continuous reinforcement since we earn
candy in exchange for putting in money. However, if a candy machine fails to provide
candy twice in a row, we will most likely stop trying.

Intermittent reinforcement schedule: The acceptable or desirable behavior is

reinforced in this schedule, but not every time since the amount of reinforcement
provided once is often enough to make the behavior worth repeating.

Slot machines, for example, run on a part-time basis in casinos. They give money after
an undetermined number of games. As a result, slot players are more likely to keep
playing slots in the hope of winning money in the next round.

We can further classify intermittent reinforcement schedule into four different types:

Fixed interval schedule: In fixed-interval reinforcement schedule rewards are spaced at

uniform or pre-determined equivalent time intervals. E.g., an employee's performance in
an organization is evaluated after one year, and benefits are given to the employee in
the form of a monetary raise in salary or promotion based on this performance. In such
a scenario, the employee may strive to enhance and sustain his or her performance
during the year in order to receive favorable incentives.
Variable interval schedule: The plan is variable-interval if incentives are spread over
time in such a way that reinforcements are unpredictable. This enables an organization
to delight its employees and increases their job satisfaction. E.g., four chocolates a year
for excellent results.

Variable ratio schedule: Employees are rewarded after a variable number of responses
rather than a set number of responses in the variable-ratio schedule. In this schedule
sort, the number of responses tends to cluster around a specific average. This allows a
company to motivate its employees to perform well.

Fixed-ratio schedule: Rewards are implemented after a fixed or constant number of

responses in a fixed-ratio reinforcement schedule to facilitate this fixed number of
responses and results.

Conclusion

In order to determine which schedule is preferable, we need to consider different

aspects of the situation, including the type of behavior that is being taught and the type
of response that is desired.

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