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MM105

Organisational Behaviour
Name: Christopher Thomas
Student Number: 220043385
Title: Assignment 1
Date of Submission: 28/8/2014 (extension)

Word Count: 2046

2012).Q1. 2012). overseeing reservations for the Hotel. and has not had the opportunity to broaden his skills or gain experience in other aspects of the business. Mark is described as having a social interaction as an extrovert as based on the MyersBriggs type indicator. perceptive and openesss to experience. Intuitive types like solving new problems. Firstly. jump to conclusions. Olekalns. . dominant and often aggressive and who wants to change the world. and that gives them a variety of experiences (McShane. An extrovert is someone who is outgoing. Travaglione. 2012). An example of Mark being an extrovert is that his friends describe him as being very social and an outgoing individual and that on many occasions he is responsible for organising employee social functions. An example of this is that Mark has been stuck in the front office. intuitive. that lets them be with others. Mark is described as having a preference for gathering data as intuitive as based on the Myers-Briggs type indicator. concept. Therefore. Extroverts need to work in an environment that is varied and action orientated. et al. and discuss the reasons for your decision. a feeler. et al. and example) – 20 marks Marks behavior description is described as being an extrovert. Using the concepts from topics 2 and 3. Next. are impatient with routine details and dislike taking time for precision (McShane. Mark has very little job satisfaction and feels quite demotivated and some days he finds it difficult to even think about going to work. (Remember to use the ACE formula – argument. Indicate if you think they are suited to their roles at Sunny Cove or not. dislike doing the same thing over and over again. compare and contrast the behavioural description of Mark and John. (McShane.

An introvert is someone who is shy and withdrawn and focuses on understanding the world (McShane. a thinker. They are aware of other people and their feelings. John is described as having a social interaction as an introvert as based on the MyersBriggs type indicator. fascinated with novelty.Next. 2012). John’s behavior description is described as being an introvert. rather than facts. Perceptive types are curious. et al. judgemental and stereotyping. adaptable. 2012). and that gives them a chance to explore in depth a limited set of experiences (McShane. Mark shows characteristics of openness to experience. need occasional praise. Mark is described as having a perceptive style of making decisions as based on the MyersBriggs type indicator. and tolerant (McShane. like harmony. dislike telling people unpleasant things. Next. Introverts prefer a work environment that is quiet and concentrated. spontaneous. tend to be sympathetic and relate well to most people (McShane. et al. 2012). Firstly. flexible. Mark is described as having a preference for decision making as a feeler as based on the Myers-Briggs type indicator. 2012) An example of this is that John is the . An example of this is that Mark is described as outgoing and enjoys planning social events. using the big 5 personality model. that allows them to be alone. He believes he is well suited to customer service work as he is always concerned about others and ensuring harmony among his work colleagues. et al. Feeling types rely on their personal values and emotions. et al. artistically sensitive and intellectual (McShane. Next. et al. This is the degree to which someone has a wide range of interests and is imaginative. 2012). An example of this is Mark is known for his good listening skills and ability to empathise with others. sensing. An example of this is that Mark tends to make quick decisions that are based on gut instinct.

they focus on completing a task. 2012). et al. An example of this is that John dislikes any change and prefers to have a stable and organised workplace. An example of this is that whenever John comes out of his office wearing his jacket and holding his clipboard he is displaying his ‘angry boss’ persona and is associated with him yelling at employees and threatening to fire them if they don’t improve their performance. (McShane. John is described as having a preference for decision making as a thinker as based on the Myers-Brigss type indicator. Thinking types use reason and logic to handle problems. show patience with routine details and tend to be good at precise work (McShane. and tend to relate well only to other thinking types. they like an established routine. Next. may seem hard hearted. 2012). et al. An example of this is that John tells Mark what to do. . Next. Judging types want control and prefer their world to be ordered and structured. have a high need for closure. purposeful and exacting. are unemotional and uninterested in people’s feelings. John is described as having a judgmental style of making decisions as based on the MyersBriggs type indicator. Sensing types dislike new problems.type of person who prefers to work in his office with the door closed and likes to minimize his contact with employees. how it should be done and in what time frame. et al. they are good planners. are able to reprimand people and fire them when necessary. Next. make decisions quickly and want only the information necessary to get the task done (McShane. John is described as having a preference for gathering data as sensing as based on the Myers-Briggs type indicator. 2012). decisive.

As mark is an extrovert. 2014). An example of this is that Mark has been stuck in the front office. An example of this is that John harbours a view that Mark is just another typical university student who does not really care about work or doing a good job. Mark is not suited to his role at Sunnyvale. Managers need to be approachable and willing to help their employees when needed. This is judging a person on the basis of ones perception of a group to which he or she belongs and has no foundation in fact and can distort judgments (McShane. sitting behind a desk all day does not suit his personality at all. An effective manager shows integrity. John does not display any of these characteristics. They also need to be a team player. 2012). dependability. Also Mark does not like being told what to do as his manager gives him orders on a daily basis and leaves Mark with no room to think for himself and leaves him frustrated. His actual job description and duties are different from what he thought and got told it would be at his interview. and is only interested in collecting a pay cheque which is what John did when he left university. . overseeing reservations for the Hotel. This has affected his motivation and job performance and on some days he does not even want to go to work. Mark is outgoing and enjoys learning new tasks. He does not do this in his current position as he does the same tasks on a daily basis. confidence. John is not suited to his role at Sunnyvale.John is described as having characteristics of stereotyping. This is not the case with John. et al. optimism. and help employees to feel valued (PHD in Management. He thought he would be getting experience in all aspects of the company. willing to collaborate with others. and has not really had the opportunity to broaden his skills or gain experience in other aspects of the business. calmness and flexibility (PHD in Management.

This is based on the fact that people work to fulfill basic needs (Honore. what recommendations would you make to improve Mark’s job satisfaction and motivation? (Remember to use the ACE formula – argument. improve communication and offer incentives. This is based on the motivation theory of Maslow’s hierarchy of needs. This states that. (Honore. The next recommendation I would make is to positively reinforce employee behaviours. set goals. concept. This is based on Skinners theory of motivation. ego and self-actualizing. "employees have five levels of needs: physiological. 2014) by having an employee of the month program. he negatively communicates with his employees. The first recommendation I would make is to meet Marks self-esteem and self-realisation needs.2014). and with reference to the behavioural description of Mark in question 1. social. Examples as to why John is not suited in his role as manager are Sunnyvale are he likes being in his office by himself. 2009). set up intrinsic factors. positively reinforce employee behaviours. An example of selfrealisation needs is the need to grow and develop (Call of the wild. safety. and example) – 20 marks The recommendations that I would make to help improve Marks job satisfaction and motivation are to meet his self – esteem and self – realization needs. 2014) by Sunny Cove paying for Mark to complete a post graduate degree program at university. has a fiery temper and it is very difficult for employees to communicate with him. 2009 An example of self-esteem needs would be the need to be recognized for their achievement (Call of the Wild. set achievements to meet. With particular reference to concepts from topics 4 and 5. "employees' behaviors that lead to ." The lower level needs has to be satisfied before the next higher level need would motivate employees. Q2. According to Maslow.

managers should positively reinforce employee behaviors that lead to positive outcomes." (Honore. An example of this would be for Mark to gain more responsibilities in his current position achieve a certain number objectives within a certain timeframe. 2009). An example of this is Sunny Cove introducing regular performance evaluations and Mark receiving rewards if he meets requirements such as a holiday to one of Sunny Coves other resorts. 2012). receive feedback and experience a sense of accomplishment (Alleydog. if he performs well or a meeting with management if he performs negatively. This is based on the motivation theory of achievement motivation. et al. 2012). This is an individual’s needs to meet realistic goals. Employees who are given more responsibility will feel a greater ownership in the business and will be more motivated to work harder to make the business succeed (Ingram. et al. Intention to work towards a goal is a major source of job motivation (McShane. The next recommendation I would make is for Mark to reach achievements that have been set for him. (Honore. 2014). The next recommendation I would make is to set certain goals for Mark to meet at Sunny Cove. . This is based on the motivation theory of goal setting theory. and should negatively reinforce employee behavior that leads to negative outcomes. result in higher performance than do easy goals ((McShane.positive outcomes will be repeated and behaviors that lead to negative outcomes will not be repeated. 2009). Therefore. This is the proposition that specific goals increase performance and that difficult goals when accepted. An example of this would be linking rewards to performance by introducing pay increases and promotions being given when meeting certain performance criteria has been set. 2014).

The next recommendation I would make is to set up intrinsic factors. This is based on the motivation theory of Theory Y. et al. non-monetary incentives such as job promotion. An example of this would be through recognition by mentioning Marks achievements in the company newsletter. An example of this would be to offer Mark additional remuneration. The next recommendation I would make is improving communication. 2012). An incentive is either a promise or an act that is provided for the sake of greater action (Sincero. This is based on the of motivation theory of incentive theory. Look for ways to increase employee motivation by recognizing excellence in the workplace (Maroney. 2014). 2004). This is the theory that intrinsic factors are related to job satisfaction and motivation where as extrinsic factors are associated with job dissatisfaction (McShane. An example of how to improve communication would be John setting a time each day to talk to Mark to see how he is going and can help Mark feel more involved with the company. pride of accomplishment and job satisfaction are also employee motivators. On the other hand. This is based on the motivation theory of Herzberg’s Two Factor theory. offer bonuses if he meets the targets of clients that have been set for him so he would be motivated to constantly do the best he can because the reward is immediate. according to this theory (Sincero. 2014). This puts forth the idea that employees can be internally motivated at work. 2014). Additional remuneration or benefits motivate an employee to accomplish greater things (Sincero. 2014). The next recommendation I would make is to offer incentives to Mark. finding fulfillment in striving to obtain goals that use their skills and experience (Magloff. . job security.

.In conclusion. by putting in place these recommendations and by applying the appropriate theories towards them it is hoped that Marks job satisfaction and motivation would have improved immensely.

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