71245 Organisational Behaviour Assignme

Topics: Motivation, Maslow's hierarchy of needs, Organization Pages: 7 (1988 words) Published: December 7, 2014
Question 1: Behavioural predictions

a. Morton feels accountable for his own behaviour and more involved with his job. This trait is also known as “Locus of control”, which deals with the degree to which people feel accountable for their own behaviour. Because Morton likes to feel in control and to be able to determine his own actions, his characteristics can be described as having internal locus of control. Morton demonstrates higher levels of motivation and has more positive experiences at work with an ability to influence his own behaviour.

b. Dolly is happiest when she feels she belongs to the team where she is working because she likes security & status. Dolly also displays characteristic of being conscientiousness. Dolly feels secure as she is not executing the task alone and there are others in the group as well to provide creative input which gives her multi-dimensional view to the task and which in return also yields her better performance. She also urges to be a part of the group because consciously she is aware of achieving the goal if she is part of a group rather than working alone by her own self. Dolly likes to socialize and believes in group work because it yields quality work due to different individuals present in group with different mindsets and ideas.

c. Aveline is prepared to do anything that is required to get ahead; this attribute of hers displays characteristics of someone who has Type A personality. A person with Type A personality is someone who is aggressively involved frequent struggle to achieve more and more in less and less time. Aveline operates under moderate to high levels of stress and subjects herself to more or less continuous pressure to achieve her goals and to get ahead. Aveline has characteristics of being a fast worker and her emphasis is more on quantity over quality. Aveline having personality trait of type A can be perceived to be non-creative, someone who would rely on their past experience when faced with a problem.

(335 Words)
Question 2: The motivational environment
a. Motivation is concerned with why people do things as well as what drives them to behave in a particular way. Understanding what motivates individuals is important in the workplace. Fleet & Faster was generally regarded as a good employer before the merger. The motivation environment that existed in Fleet & Faster prior to merger suggests that the organisation valued culture and supported its role as a good employer and these values influenced the behaviour of all individuals within the workplace, making Fleet & Faster a positive place to work. Fleet & Faster prior to merger appeared to keep two-way dialogue through its communication programmes which helped to empower employees. Organisation provided employees opportunity to learn and develop and there was a provision for constant growth.

b. Three issues that that has developed at the organisation since the hostile takeover are: Employees are feeling defeat and demeaned and no longer vital part if the company A Climate of mistrust and suspicion increase

Worker morale has plummet
Employee motivation can be explained as both intrinsic factors that drive actions and extrinsic factors that serve as encouragement to actions. The intrinsic motivators are the individuals desire to do activities, regardless of whether it is a hobby or a work assignment. Employee motivation can affect three aspects of actions which are direction, intensity and duration. The first aspect, direction, implies that the individual has an opportunity to choose which way work will progress. The second aspect, intensity, refers to how much effort an individual put into work. The third aspect, duration, explains how persistent an individual are at work. Employee motivation theory is also divided into cognitive theory and process theories. Cognitive theory is based on Maslow’s hierarchy of needs which states that employees’ behaviour will focus on satisfying lower...

References: Deloitte. (n.d.). Retrieved September 2nd, 2014, from http://www.deloitte.com/
Google. (n.d.). Retrieved September 2nd, 2014, from https://www.google.co.nz/
McShane, S., & Travaglione, T. (2008). Organisational Behaviour on the Pacific Rim (2nd ed.). NSW: McGraw-Hill Australia Pty Ltd.
Robbins, S. P., Millett, B., & Waters-Marsh, T. (2004). Organisational Behaviour (4th ed.). NSW: Prentice Hall.
Samson, D., Catley, B., Cathro, V., & Daft, R. L. (2012). Management in New Zealand. South Melbourne, Victoria: Cengage Australia Pty Limited.
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