Reference no: EM132643389
HC1052 Organisational Behaviour - Holmes institute
Learning outcome 1: Integrate diverse OB theory and practices in critical analysis of problem situation and communicate those ideas in a clear and coherent manner.
Learning outcome 2: Apply problem solving and critical thinking abilities by identifying and analysing the choices available for developing alternative organisational behaviour approaches in the workplace
GROUP EXERCISE 1: Strengths-Based Development
Learning Objective: This exercise incorporates many ideas in this unit with the main point reinforcing the fact that each individual is different. Intelligence is a related concept in this situation and identifying other personality traits when deciding the corporation's course of action.
Summary: When drought threatened the survival of a farming corporation (Auglaize Provico), CEO Larry Hammond realised that he would have to change the business model. Hammond then implemented strengths-based development to leverage the unique strengths and talents of each employee. The strengths approach recognises that everyone has different talents and natural patterns of thought, feeling, and behaviour. Recognising and building on those talents with pertinent skills and knowledge creates strengths.
Auglaize's management had previously used a "deficit" development approach, spending a lot of time identifying employees' weaknesses and trying to correct them. This meant that a lot of Auglaize's management was relatively negative. Hammond wanted to change that approach. Every employee in the corporation took an assessment to measure and identify his or her top five talents, and received at least two consultations on their individual strengths. This enabled Auglaize to build on what its employees naturally do best.
Employees became more engaged, productive, and energised, and the organisation became more successful.
Task: A Group of 4 students should answer the following questions:
1. Do you think it is better to focus on assessing and developing employees' weaknesses, or to focus on their strengths? Why?
2. Why would strengths-based development increase employee engagement? Provide examples.
3. If you were a manager, how might you interact with employees differently if you were using strengths-based development rather than deficit-based development?
GROUP EXERCISE 2 - Motivating Your Sales Staff
Learning Objective: Explain why different people are motivated by different things.
Summary: The goal of this exercise is to give students practice aligning individual and organisational goals, and thinking like a manager in managing employee motivation. Imagine that you are the management team of a new retail clothing store named Threads. Your company's business strategy is to provide high-quality customer service and to provide high-quality products. You are not the cheapest store in town, but you expect your employees to create a service-oriented atmosphere that customers will be willing to pay a little extra for. You recognise that your sales staff will be essential to your store's success, and you want to create a system that motivates them to help create a competitive advantage for your business. Because this is the first store you have opened, you have the opportunity to decide how to best motivate your staff. Market-competitive starting salaries have already been established, but you have decided to allocate 10 percent of the stores' profits to use to motivate your sales staff in any way you see fit.
Task: A Group of 4 students should answer the following questions:
1. What behaviours would you want from your sales staff?
2. What goals would you set for your sales staff, given your answer to Question 1?
3. What type of system would you set up to reward these behaviours?
4. What challenges would you be on the lookout for? How would you proactively address these potential challenges to prevent them from happening?
GROUP EXERCISE 3 - Ethical Decision-Making at Black Diamond Equipment
Learning Objective: Explain the impact of diversity and its benefits in contemporary organisations
Summary: Black Diamond Equipment specialises in climbing and skiing equipment. The global company looks for employees who share the company's attitude, values, and passion toward outdoor sports and ethical values. Black Diamond also promotes fair labour practices, sustainability, and low environmental impact.
Task: A Group of 4 students should answer the following questions:
1. How can Black Diamond integrate social responsibility into its culture? Provide examples.
2. How does the global nature of the company and its markets influence how it thinks about employee diversity? Provide examples.
3. If you were the CEO of Black Diamond, how would you create a culture of inclusion to help your company realize the benefits of diversity? How can diversity be a source of competitive advantage at Black Diamond?
GROUP EXERCISE 4: Emotional Intelligence at FedEx
Learning Objective: To explore the significance of emotional intelligence for managers in modern organisations
Summary: Global shipping company FedEx has a "people first" philosophy and believes that for the company to deliver world class customer service, its managers must also have an attitude of service in managing their associates. FedEx recognises that leadership has grown more complex, and wants to develop leadership capabilities in its managers to manage its changing workforce. FedEx decided to increase its focus on emotional intelligence in its leadership development training. The emotional intelligence training and coaching program focused on showing managers how to manage themselves first and take charge of their own emotions and behaviours so that they can be effective influencers and role models.
Task: A Group of 4 students should answer the following questions:
1. Do you think that emotional intelligence would be important for a manager at FedEx to have? Explain your answer.
2. How does FedEx develop its new leaders' emotional intelligence?
3. What else do you think that FedEx can do to enhance its managers' emotional intelligence?
GROUP EXERCISE 5: Attitudes, Values, and Perceptions
Learning Objective: To explore several concepts discussed in this unit, such as attitudes, values, and perceptions and how they affect behaviours.
Summary: The case begins by outlining a scenario of VPs reporting monthly sales when the president of the company throws a chair at a VP reporting low monthly sales results, stating: ‘Next time, I won't miss.' Consultant Lynn Taylor calls bosses like this Terrible Office Tyrants, or TOTs. Managers who can't control their power when they're placed under stress. Taylor provides 20 common traits characterising TOTs, including bragging and bullying. Taylor offers some concrete coping techniques for subordinates of TOTs including putting everything in writing and be a star performer.
Task: A Group of 4 students should answer the following questions:
1. According to some experts, the sort of behaviour reported here is more prevalent in the business world than in the rest of society. Assuming this is true, why do you suppose that's the case?
2. How might attitudes, values, and perceptions affect the behaviours illustrated in this case?
3. Many people think of stress as a simple problem. In reality, however, stress is complex and often misunderstood. Discuss some stress management techniques.
Attachment:- Organisational Behaviour.rar