International Organisational Behaviour

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  • Topic: BHP Billiton, Reinforcement, WMC Resources
  • Pages : 6 (2212 words )
  • Download(s) : 164
  • Published : April 12, 2010
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This assignment will analyse the organisation behaviour of two mining companies: WMC Resources and BHP Billiton. It will discuss issues such as: motivating in the short term, resistance to change, internal and external forces that favour change, characteristics of an effective team, factors of team effectiveness, and how to use punishment strategies successfully. Summary

Clear understanding of the relationship between performance and outcomes – e.g. the rules of the reward ‘game’ Trust in the people who will take the decisions on who gets what outcome (BHP) Transparency of the process that decides who gets what outcome The people who will make the decisions (BHP) have stated “we continue to grow and expand our business quite significantly, and that always requires first-class people” So this again should be used to motivate the employees into realising that, good performance leads to your desired outcome (keeping their job). Evidence to justify this is the following example; there are three sales representatives who are candidates for promotion to one sales manager’s job. Bill has had a very good sales year and always gets good performance evaluations. However, he isn’t sure that he wants the job because it involves a great deal of travel, long working hours, and much stress and pressure. Paul wants the job badly but doesn’t think he had much chance of getting it. He has had a terrible sales year and gets only mediocre performance evaluations from his present boss. Susan wants the job as much as Paul, and she thinks that she has a pretty good shot at it. Her sales have improved significantly this past year, and her evaluations are the best in the company. Expectancy theory would predict that Bill and Paul are not very motivated to seek the promotion. Bill doesn’t really want it, and Paul doesn’t think he has much of a chance of getting it. Susan, however, is very motivated to seek the promotion because she wants it and thinks that she can get it. (Pride, 2009) b) There are three reasons the WMC employees are resistant to change; Fear of the unknown, need for security, and not feeling the need to change. Employees resist change because they have to learn something new. In many cases there is not a disagreement with the benefits of the new process, but rather a fear of the unknown future and about their ability to adapt to it. De Jager (2001, p. 24) argues, 'Most people are reluctant to leave the familiar behind. We are all suspicious about the unfamiliar; we are naturally concerned about how we will get from the old to the new, especially if it involves learning something new and risking failure". The WMC employees are facing this problem right now with the takeover that is about to go through. The employees are unsure about the future of the company and won’t know whether BHP will change things such as: daily duties, company protocol/processes, and even add new tasks. To help minimize resistance to change, the manager should try to offer information to the employees about what might change in the future. This will remove the element of the unknown and help them to deal with the changes early on. Also they should try to encourage staff and make them believe that they have the ability to adjust, therefore removing the anxiety of the takeover. If employees don’t see the need to change, they may become very stubborn and difficult to work with. Sometimes when there is a change in the workplace, employees don’t agree with it and feel they are doing jobs well enough and the organisation is running smoothly already. Even if this is true, there is always room for improvement and this should be expressed to the employees. WMC has a great opportunity to become involved in a bigger corporation and with some employees having a chance to keep their jobs, it should be highlighted to them that perhaps this will lead to a pay rise or even promotion. To minimize the resistance they...
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