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205104976 Tshwane University of Technology
TSWANE UNIVERSITY OF TECHNOLOGY
COURSE TITLE: MBA
MODULE TITLE: ORGANISATIONAL BEHAVIOUR (OB)
NAME OF FACILITATOR: ERIK SCHMIKL
ASSIGNMENT NUMBER: 1
STUDENT NUMBER: 205104976
NAME: ANDRIES FOURIE CRONJE
PART A: DEFINTION OF CONCEPTS IN OWN WORDS PART B: BOB KNOWLTON CSE STUDY INDIVIDUAL ASSIGNMENT & DATE OF SUBMITION: 19 MARCH 2011
CRONJE SIGNATURE: . DECLARE THAT THIS ASSIGNMENT IS ORIGINAL WORK AND ANY OTHER SIMILAR WORK HAS BEEN APPROPRIATLY REFERNECED IN THIS ASSIGNMENT. ORGANISATIONAL BEHAVIOUR ASSIGNMENT 1 2011-03-19 AF.Fourie Cronje 205104976 Tshwane University of Technology I. Executive Summary Page 2 .
Jerrold praises Fester in Knowlton’s presence. Lack of sensitivity towards team mates COMES OUT WITH Index Page Page 3 . His superior intelligence and practical wisdom impresses Dr. Jerrold and link. Personality types of the different people involved in the case study and solutions to fix the department of Bob Knowlton. Knowlton becomes insecure and feels that he is very small before Fester. The whole scenario changes with the arrival of Simon Fester into the Photon lab.Fourie Cronje 205104976 Tshwane University of Technology In Part A the following concepts will be discussed that are relevant to organisational behaviour. Problems at the Simmon’s Lab that will be discussed: • • • • • • • Bob Knowlton’s inability to communicate openly. Jerrold inabilities to communicate effectively. Fester impresses everybody with the way he approaches the problems in the photon lab. clearly delegates roles. Dr. uncomfortable feeling enters his mind. Knowlton looses interest in work and finally decides to leave simmon’s laboratories. but team leadership is important Fester criticising the work of others he views as inferior. and clearly define goals Knowlton’s inability to unite different personality and learning styles Simmons Laboratory’s lack of leadership training and lack of performance measures Success of teams may depend on the efforts of team members. Though Knowlton welcomes Fester at the lab an unknown. ability vs. competency Trilogy of the mind Diversity Personality Attitude and belief Job satisfaction • • • • • In Part B the Bob Knowlton Case study will be analysed concerning the problems experienced in the Simmons lab. • • Organisational behaviour Skill vs. Dr.
Attitude and belief 7. Personalities of Characters in Bob Knowlton case study 3. Personality 6. Job satisfaction Part B Bob Knowlton Case study 1. competency 5 5 5 5 6 6 6 7 3. Diversity 5. Solutions for problems experienced in Simmons lab 7 8 12 13 4.Fourie Cronje 205104976 Tshwane University of Technology Part A Concepts 1. References ORGANISATIONAL BEHAVIOUR ASSIGNMENT 1 Part A: Concepts Page 4 . Skill vs. Trilogy of the mind 4. Organisational behaviour 2. ability vs. Problems experienced in Simmons lab 2.
Competency: Competency is the ability to apply your skills. • To enable job satisfaction in the workplace. Trilogy of the mind: The classification of a person mind that consist out of three crucial elements. patterns Page 5 . behaviour. experience or through education. It can be seen as the capability of doing something through what you have learned. race. personal and social to intelligent behaviour (Garder. It is a relatively new construct intended to compliment the traditional view of intelligence by emphasising the emotional. 2. There is a numerous reason why organisational behavior is important for managers to understand. groups and structures in an organisation and the influence it will have. Emotional intelligence: Emotional intelligence can be seen as person’s ability to understand his emotions as well as the people around him. cultural and spiritual intelligence. Ability vs. demographics. Ability: Ability is something that comes naturally. Being competent. • How change is affected in organisational settings. Competency: Skill you acquire through learning and experience where ability comes naturally in the form of a talent. power and conflict in the organisation. intellectually. Cultural intelligence: Culture is what divide one human group from another in terms of beliefs. 1983). mentally in a way that comes naturally to the person doing it. Skill: a skill will be something you acquire through training. it is important to know where and when to apply your skills and abilities so that actions can be conducted effectively. Skill vs. Competency will be the ability to do something affectively by using your skills and abilities. emotional. abilities and knowledge to such an extent to effectively perform a task and perform a role in satisfactory manner. • Understand politics. Understanding Organisational behavior will enable you as manager to: • To understand how individuals relate and participate in groups. Organisational behaviour: Organisational Behavior will be the study of the behavior of all individuals. • How leadership is conducted. 3. language. practice. successfully and in a proper way.Fourie Cronje 205104976 Tshwane University of Technology 1. • How an organisation function. history. It is the ability to perform either physically.
Belief creates truth in your subconscious and that cause you to behave and react in certain ways. If we take it in a business perspective for example a company that employs a diverse workforce both men and women. and physical life! 6. mental. These thoughts exist within our subconscious that causes natural reactions and behaviour in different circumstances. Vaill (1989) sees spirituality as a requisite of visionary leadership and Hawley (1993) stated that spirituality is at the very core and base of leadership. and sustain behaviours in order to serve them. It can be seen as variation. For Example if I held the belief that it was cool to badmouth and curse other people. As people we do not question our belief systems but keep them as truths. question and change this belief about what is cool and attractive to others. display compassion.Fourie Cronje 205104976 Tshwane University of Technology institution education. but it can be because of lack of knowledge that you act in this way. beliefs. or enters a classroom and takes a seat affects this unique personality of you. It can provide you with virtuous behaviours such as showing forgiveness. people from ethnically and racially diverse backgrounds etc 5. Spiritual intelligence: Spiritual intelligence can be considered as the degree to which an Individual has the mental emotional capabilities that lead to see an overall. Certain characteristics such as thoughts and emotions determine how we adjust to change and environment. emotional. As the global network becomes more and more accessible so does the interaction with different culture groups. people of many generations. Cultural intelligence will be the ability to successfully function in an environment with different culture. to be humble. It doesn’t Page 6 . their belief in themselves. Anything from the way a person eats a meal. It is how a person feels about the future and how person react to the past. Attitude: Attitude is about how people think and feel. It is the way in how a person does something be it positive or negative. their attitude to life – be it positive or negative. guiding purpose. to express gratitude. Each day a different experience changes us for better or worse. I say personality shows your actions. Diversity: Diversity can come in many forms. drives a car. different. This figure shows us that truth knowledge and belief goes hand in hand with each other. difference. see mid and short term tasks that are sub goals that are connected to a higher purpose. It is their self- confidence. Personality: Personality takes many forms and actions. this can cause alienation between me and my friends and that can make me relies. Cultural intelligence can be seen as a important competence in the 21st century. 4. Belief: A belief is a thought we trust about something. talks. laughs.
thinking of all the things you want to accomplish at your job today and that you can’t wait. Job satisfaction simply starts with analysing your state of mind when you wake up to get ready for work. Figuren1. it’s quite possible you are not happy with your current employment situation. How do you feel? Do you hop out of bed. Knowlton felt threatened about losing his position and has now found another job in the same capacity and with a higher pay. Page 7 . jump in the shower. and thinks of all the difficult duties that you are about to encounter at your workplace. Part B: Bob Knowlton Case study Introduction Bob Knowlton after having worked very successfully at Simmon’s lab is now feeling insecure.Fourie Cronje 205104976 Tshwane University of Technology mean that if you act according to your belief that it would be the right way to act.1 7. who is very talented and an expert at his work. After listening to continuous praises and appreciations by Dr. Jerrold and others. get dressed and eagerly. since Fester joined the company. hates the morning drive and the arrival. prior to getting ready. If this is how you feel you are satisfied with you’re your job but if you are an individual who drags yourself out of bed.
The first impression that Fester created on Bob was that of discomfort and annoyance. Problems at the Simmons lab • Wrong perception: In the first meeting with Bob. He did not know how to communicate with his head and members. so Bob gave Fester some chances to express his opinions on the photon projects. and his attitude about talking to others worsened the situation. Wrong assumption: Bob Knowlton knew that his ability was not as good as Fester. he thought his leading position in this group would be taken by Fester. Jerrold was extremely impressed with Fester and also was expressing that openly with the team and with Knowlton. They do not understand each other and the way each other think and operates. As a result of this he ended up making Bob uncomfortable. He hid his real thoughts and emotions. They do not have two way communications. In fact. As a team leader. Fester’s brilliance and challenge to his leadership. so Jerrold could not figure out why Knowlton why Knowlton resigned. As a result of this Bob may have lost some self-esteem and the respect of his team members. it is a good way toward his member of the group. Bob did not • • • • • • Page 8 . Personality related problems: Knowlton (Introvert) and Fester (Extrovert) has to totally different personalities and leadership styles and that creates the clash in the between the two of them. Jealousy: The brilliance. Fester tried to over project himself. Fester was very sharp and competent and had solved some old problems Knowlton and his team struggled with. intellect and competence shown by Fester created jealousy in Knowlton which he didn’t know how to react to and how to deal with the situation Fear: Knowlton felt that his leadership was at stake. Knowlton misunderstood Jerrold and Fester intention. In actual fact Knowlton got annoyed by Fester.Fourie Cronje 205104976 Tshwane University of Technology 1. He felt that Fester was slowly taking over leadership and control of the team Lack of self confidence: Throwing judgement on the research lab’s and the team’s way of functioning when Fester confronted the team with his own philosophy of research. Fester created a perception of himself as a individualist and not a team player Communication gap: Knowlton lacked communication skills.
Judging: Knowlton prided himself that work of the lab was guided and evaluated by the group as a whole.1. Intolerance: Fester was judgmental about people. Knowlton most probably felt a little bit more comfortable after speaking to Jerrold about Fester but still had mix feelings. Sometimes he was rude to people sometimes thinking they are of lesser competence. Feeling: Knowlton is a group player. because he didn’t know what the arrangement was between Fester and Jerrold. The arrival of Fester bothered Knowlton. Group work plays a big role in discovering things that would normally be discovered by the individual. Sensing: Knowlton liked the group that he was working with. He cares for the people working in his group. Knowlton could not wait for everybody to go home so that he can sit alone and work. Scheduled meetings took place regularly and it provided Knowlton’s group with structure.Fourie Cronje 205104976 Tshwane University of Technology respond in the manner in which the leader of the team should have done inability to exercise authority and control when parity in team is disturbed. Not taking the people he work with feelings in consideration. Bob Knowlton: • Introversion: Knowlton enjoyed quite and private time going over work by himself. 2. As a result his self-confidence in his capabilities reduced. Meetings was held regularly were discussions took place on problems and projects they were working on. Through the meetings they planned their days work and the challenges expected. He liked standard ways in solving problems I Think Knowlton will fall under a ISFJ • • • • Page 9 . He feels that it is necessary that group meetings takes place regularly. Personality types 2.
Fester called Knowlton 2am in the morning without thinking or considering him. Intuition: He was challenged by the problem that Knowlton and his group was unable to solve. Fester presented solutions on a problem that Knowlton and the group was unable to solve. presenting his ideas on the blackboard in the conference room. He took reports home on the photon research that has been conducted in the the lab the last • Page 10 . Simon Fester: • Extraversion: Fester on his own went to the lab to meet Knowlton. He also pulled the progress reports from the last six months to see what Knowlton and his group where busy with. He presented his ideas in an organised and analogical way.Fourie Cronje 205104976 Tshwane University of Technology RE 2.2.
Perceiving: Fester don’t belief in meetings and group work. He criticised Davenport and Oliver telling Dr. Fester was very enthusiastic solving these problems and finding problems that he can fix. He prioritises tasks important to him and then works according to his schedule to finish or solve it. Working with a lot of energy. He called Knowlton 2am in the morning to discuss the solutions on some of the problems they experienced during their research. OR Judging: He list the solutions in organise analogical manner in how the problem could be solved. Fester isn’t a person that likes too much structure. • • Page 11 . Something that will bind him and not give him his freedom and flexibility in the lab. Jerrold that they are incompetent. The normal meeting in the morning had to be cancelled because of work that Fester did the previous night. He wanted to go through the results the next morning and wasn’t bothered by the meeting being called off. Criticising group work. Rude to the group members. but he wants to be involved when problems are discussed and decisions are made so he doesn’t miss anything. • Thinking: Although Fester made everybody uncomfortable and disturbed the harmony in the group he was able to put that aside and concentrate on the work or task at hand. So by inviting him to the meetings with the shareholders and allowing him to do the presentation would have given him the recognition he was looking for. He kept the focus on what he thought were to be completed ignoring the meeting that was scheduled. He likes working on his own and doing his own thing. Fester was eager to be recognised as a productive member of the lab.Fourie Cronje 205104976 Tshwane University of Technology six months and studied them.
Telling Knowlton that the sky is the limit for a man that can produce. He got Page 12 .3. Jerrold seems like his a good motivator.Fourie Cronje 205104976 Tshwane University of Technology • I think Fester can be a ENTP or ENTJ 2. Jerrold • Extroversion: Dr. He also sets up a separate project and gave Knowlton the job to run it after Knowlton got a breakthrough on the photon correlator which made Knowlton very happy and determined. Dr.
but it would not really matter what his opinion was as he has made up his mind on what role he wants Fester to fulfill. Not a very good coordinator. Jerrold is unstructured in the way he does things and makes decisions. Dr.Fourie Cronje 205104976 Tshwane University of Technology Fester in for the lab to help with some of the problems they struggled with. Jerrold Believes in Informal group settings. This meant that Knowlton didn’t have the support from Dr. Makes decision based on personal agendas. • Sensing/Thinking/Judging Good motivator. He didn’t consider the effect it would have by putting Fester within the group without communicating it with Knowlton and his team. Jerrold is not considered at all. Jerrold is a ESTJ Page 13 . something that Knowlton doesn’t believe in. Dr. Dr Jerrold also doesn’t include Knowlton in their meetings. with the idea to solve the problems quicker and get results. Dr. • I think Dr. Jerrold when the group meetings started to get less which Fester was the problem of. Ineffective communication was one of the causes for the problem in the department. He asked Knowlton about his opinion about Fester.
Fester must be sent on a leadership course so that he can develop his interpersonal skills. By placing the right people in the right positions will cause a feeling of job satisfaction and minimize the conflict between the members of the lab. Fester must be transferred to another group. This will enable them to negotiate and effectively solve interpersonal problems between group members. and that everybody’s feelings must be taken in consideration. • • • • • • • • References Page 14 . Knowlton must be sent on a communication/leadership training course to develop skills. Employees must be encourage and feel comfortable to lift their opinions. decision making and problem solving. He has the potential to be a respected leader but he must learn to adjust to different environments and to respect circumstances and other people’s feelings. That will make them feel part of the organisation and part of the group. The team can attend a teambuilding weekend which will enable everybody to get to know and understand one another. Jerrold can send all his personnel for personality tests which will allow him to study their personalities and determine were the best position in the workplace will be for each and everyone one. Knowlton can be sent on leave so that he can get rid of his frustrations and think about everything clearly. Sent managers on conflict management courses. • Negotiation: Fester and Knowlton can come together in order to resolve their problems and reach an agreement. Emphasis must be placed on respect for others in the group. Solutions for fixing the department • Dr.Fourie Cronje 205104976 Tshwane University of Technology 3. Employees must be involved in organisational planning.
Offerman. 3(1). San Francisco: Jossey-Bass. Spirited leading and learning: Process wisdom for a new age. Gardner. P. L. Organisational behaviour and national culture. British Journal of Management.Fourie Cronje 205104976 Tshwane University of Technology Emmons. (2002). (1992). (1993). 39-50 Vaill. H. Page 15 . R. Smith. & Phan. (1998). (1999). The psychology of ultimate concern: Motivation and spirituality in personality: New York: Guilford. L. the theory in practice. Culturally intelligent leadership for a divers world. New York: Basic Books. Multiple intelligence. P.
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