Neha Tendulkar - D20400100088

Organizational
Behaviour
PGDHRM – Semester 1
School of Distance Learning
1. Area of Opportunity in developing a
Strong Workforce
Building a comprehensive workforce development system can be complex.
The strength and success of organizations in the future, in an increasingly
information and service-based economy, will be determined largely by the
ingenuity, productivity and effectiveness of the workforce.

Workforce development is an essential part of ensuring the future

strength of the company.

Workforce development means developing the people in your organisation to

improve the way you deliver your services and activities. It can include paid
workers, volunteers and trustees.
Practically, workforce development often means training, but it can also
include other ways of gaining knowledge, such as mentoring schemes and
secondments. Workforce development may also include the work you do to
increase the recruitment and retention of high quality people to your sector.

While creating a winning workforce, a few things have to be kept in mind.

Only if these factors are taken care of effectively then a team will nest achieve
what it is formed to achieve.

Some of these factors are:

 Selection – selection should be done by taking into account technical

and people skills.
 Training – they can be further trained so as to change their orientation
towards work.
 Rewards – reward system will help employees work cooperatively
rather than competitively.

The manager should keep in mind that an effective workforce is one which
works with cooperation rather than the one which competes with each other,
as cooperation is the means for effectively achieving organizational goals.
If the right person is used at the right place, then the productivity will be
100%. Thus this will be good for the organization. Here technical skills play
an important role. Also it is important how the person behaves in the
company atmosphere. This is where his people skills are put to use.

And lastly, every person needs some amount of motivation to effectively

complete a task. This is where the reward factor comes in.

The area of opportunity in our given case would be, when Rajesh’s idea would
get proper consideration and appreciation rather than Rekha’s who just
picked it up from Rajesh. And only then Rajesh would have been motivated for
effective working and thus benefitting the organization. This incident de-
motivated the employee to produce effective results and thus the workforce
failed to be a strong one.

Had Rajesh been given enough motivation, there would not have been
conflicts in the team and they would have completed the work on time and
produced effectively results for the progress of the organization.

Thus if done well, the outcome of workforce development is a motivated,

skilled, diverse and outward looking workforce capable of delivery high
quality services to all your users/members/client.
2. Causes behaviour of Mr. Rajesh and
area of improvement for him.
Behavior is the function of the person and the environment. Human behavior
is the population of behaviors exhibited by humans and influenced by culture,
attitudes, emotions, values, ethics, authority, rapport, hypnosis, persuasion,
coercion and/or genetics.

Human behavior (and that of other organisms and mechanisms) can be

common, unusual, acceptable, or unacceptable. Humans evaluate the
acceptability of behavior using social norms and regulate behavior by means
of social control.

Attitudes also determine behaviours. Attitude is the degree to which the

person has a favorable or unfavorable evaluation of the behavior in question.

Attitudes are generally positive or negative views of a person, place, thing, or

event—this is often referred to as the attitude object.

Behaviour of a person in a particular situation also depends on motivation.

The factors that influence a person to behave in a particular way are
motivating factors

Motivation is the activation of goal-oriented behavior. The term is generally

used for humans but, theoretically, it can also be used to describe the causes
for animal behavior as well.

Talking about the behavior of Mr. Rajesh, he was frustrated with his job
because of the behavior of his senior and his colleagues. He wasn’t even
acknowledged for his idea and his colleague who stole his idea was given all
the credit.

He expected his friends to support him in this but they supported the new
scientist Rekha and followed her. Further, Rekha was not able to handle the
managerial position well. The deadlines were not being met on time. On
confronting the colleagues he observed that their behavior towards him had
changed and they were favoring Rekha. Also they had very poor working
attitude. This caused many arguments between Rajesh and the colleagues.
Even the principal scientist did not pay heed to his genuine concerns about
the project.

Thus his work and home atmosphere changed considerably. It started

affecting him a lot.

The behavior of his colleagues was the main cause of his behavior. His
motivation to work on the project was lost on losing support of the colleagues
and seniors when he deserved it. The change in attitude towards him by his
friends made him dislike his job and thus ultimately quit.

The politics in the company was the main reason of him quitting the job.

What Rajesh can do now is stop being so self-centered and concentrate on his
work rather than interfering elsewhere. He should forget that incident and
move on and look at the future. He should be careful next time as to how and
when and also to whom he should discuss his ideas.

Quitting the job was a wrong decision because he wont get a politics free
environment.
3. What type of Leadership can be best
possible for such situation?
Leadership
Leadership has been described as the "process of social influence in which one
person can enlist the aid and support of others in the accomplishment of a
common task."

It is the ability to influence a group toward the achievement of pre-

determined goals.

Different types of Leadership Styles are:

1) Autocratic or Task management Leadership – gives orders and insists to
be obeyed

Under the autocratic leadership style, all decision-making powers are

centralized in the leader, as with dictator leaders.They do not entertain
any suggestions or initiatives from subordinates. The autocratic
management has been successful as it provides strong motivation to the
manager. It permits quick decision-making, as only one person decides
for the whole group and keeps each decision to himself until he feels it is
needed to be shared with the rest of the group.

2) Participative or Democratic Leadership – consults and invites

subordinates to participate.

The democratic leadership style favors decision-making by the group as

shown, such as leader gives instruction after consulting the group.They
can win the co-operation of their group and can motivate them
effectively and positively. The decisions of the democratic leader are not
unilateral as with the autocrat because they arise from consultation
with the group members and participation by them.
 3) Laissez Faire or Free reign Leadership – does not lead, leaves the group
entirely to itself.

A free-rein leader does not lead, but leaves the group entirely to itself as
shown; such a leader allows maximum freedom to subordinates, i.e.,
they are given a free hand in deciding their own policies and
methods.Different situations call for different leadership styles. In an
emergency when there is little time to converge on an agreement and
where a designated authority has significantly more experience or
expertise than the rest of the team, an autocratic leadership style may
be most effective; however, in a highly motivated and aligned team with
a homogeneous level of expertise, a more democratic or laissez-faire
style may be more effective. The style adopted should be the one that
most effectively achieves the objectives of the group while balancing the
interests of its individual members.

4) Paternalistic Leadership – leader assumes his function as fatherly.

A more Paternalistic form is also essentially dictatorial; however,
decisions take into account the best interests of the employees as well
as the business Communication is again generally downward, but
feedback to the management is encouraged to maintain morale.

In our case study, Participative or Democratic Leadership is the ideally

required leadership form.

The team needs a leader who will understand each of the members and give
each of them a fair chance to put his/her point forward.

The leader needs to take into account each member’s side and think rationally
and justify what is right and wrong. And then make the decisions in the just
manner such that every member feels heard and is satisfied with his work.
Thus the members will get enough job satisfaction and will work for the
betterment of the project rather than their own.