BACHELOR OF BUSINESS ADMINISTRATION MARKETING

(HONS)

FINAL EXAMINATION CONVERT TO COURSEWORK -

AN INDIVIDUAL ESSAY QUESTIONS.

Prepared by:

NAME : MUHD TAHIR BIN AHMAD

ID NUMBER : AIU18092009

Submission for:

CODE BBM 2013

COURSE ORGANIZATIONAL BEHAVIOUR
LECTURER SITI NOORJANNAH
DUE DATE 21ST JANUARY 2021
1) What is organizational learning? Why is it important for firms to
emphasize organizational learning?

Organizational education is a process that is constant throughout

the organisation, enhancing its collective capacity to accept,
understand and respond to external and internal changes. It needs
collective understanding and systemic application of the new
information, which contributes to risk-taking and collective action for
instance.

Companies must stress the importance of corporate learning as

knowledge is now the most important resource of the enterprise as
knowledge can provide the company with a source of differentiation
and competitiveness. The corporation will promote new concepts,
products and processes to enhance productivity and better products,
services and revenue by creating an enterprise which continuously
learns. In addition, a learning organisation can best deal with
employee turnover since knowledge is stored and managed properly
and efficiently in the company, making it easy for an employee to
acquire the necessary knowledge and tasks.

2) Explain each of the five dimensions of Big Five Personality. Which

dimension has the biggest influence on job performance and why?

Human resources professionals often use the Big Five personality

dimensions to help place employees. That is because these dimensions
are considered to be the underlying traits that make up an individual’s
overall personality. Aware workers prioritise achievement efforts. They
have an integrated ability to complete work, channel a significant
share of the energies to those tasks and to continue work on tasks more
and more.
 The Big Five traits are
Openness,Conscientiousness,Extroversion,Agreeableness, and
Neuroticismor OCEAN.

Agreeableness.
Warm, kind, cooperative, friendly and helpful people are
welcoming, helpful and kind. They give priority to striving for
communion. They concentrate on "getting along" and not necessarily
"getting ahead" Agreeable performance in all jobs and professions is
not linked. These people are polite, cooperative and caring. People
who are not happy might be further away. Characteristics include
compassion, affection and sympathy.

Extraversion.
Talking, sociable, exciting, assertive, audacious and dominant are
extravert people. Extraversion from the Big Five is the easiest to judge in
situations where zero knowledge exists. Like convenience, extraversion
is not associated in all employment and occupations with
performance. Extraverses prioritise striving for status. They are very
concerned about success and influence and direct their work to
"moving up" and to develop a strong reputation. Extraversion receive
their energy from communicating with people, while intraverts receive
their energy. Extraversion requires the features of energy, voice and
belief.

Neuroticism.
Neurotic people are emotional, nervous, insecure, and jealous.
While extraversion means positive affectivity, neuroticism means
negative affectivity. Neurotic people are less satisfied with the job.
Emotional consistency is also sometimes called neuroticism. This factor
involves one's emotional wellbeing and negative emotional degree.
Neuroticism is also high in individuals with mental dysfunction and
destructive feelings. The characteristics are stressed and moody.

Openness.
The next dimension of the Big Five is openness for experience.
Curious, imaginative, creative, complex, refined and sophisticated
people are open people. This dimension is also called the intellectual or
cultural curiosity. The performance across all jobs and occupations is
not linked to this dimension. In jobs that need creativity, this dimension is
most likely to be of value. People who want to explore new knowledge,
typically have a high degree of transparency. Openness encompasses
characteristics such as informativeness and creativity, and a diverse
spectrum of desires.

Conscientiousness.
Consciousness is the major aspect and has the greatest impact on
job performance. The impact on both performance and commitment
is moderately positive. People who can be dependent on and prompt
for a high level of knowledge. The features are structured, methodical
and systematic.

3) Although conflict is usually considered a negative experience to be

avoided, it actually has the potential to produce positive organizational
outcomes. Please identify 3 ways in which conflict can be a positive
influence and explain it.

The intelligence expressed by a participant will help the

organisation three ways dispute can be a positive force. If something
goes incorrect and the person who caused the dispute is aware of it,
the organisation would profit from its response. The boss may not
otherwise have a constructive impact on the dispute. The dispute
maker may have had the feeling that the business would have had an
influence. In the working environment, confrontation can also detect
inconvenience. It will then be analysed to create a safer position until it
can be found. In the workplace disputes will last but not least promote
harmony and understanding. Next, some members of the company
see confrontation as a means to pursue innovative solutions to
challenges. During their analysis of problems from different viewpoints,
disagreement can lead participants to brainstorm ideas. When
members of the company seek to settle a conflict together, they are
more likely to exchange views with the community. Conflict will also
lead participants to listen to each other actively as they seek to meet
their objectives.

Conflict will bring together group members and help them learn
from each other. From studying the views of each other on issues
important to the success of the institution and understanding the
preferred style of communicating for each member, disputes within an
organisation, members can have the required tools to overcome
conflicts quickly. Lastly, members of organisations actively attend each
meeting, participate in multiple committees and have an opinion on
each subject discussed by the group. Any participants often tend to
add less to the party and observe rather than chat. Conflicts within an
organisation will usually encourage quiet participants to improve their
leadership skills and show them to provide practical solutions to the
issue facing the community.

4) Give 5 common biases and errors in decision making with examples

for each bias.
 Confimation Bias
The logical decision-making method supposes that we obtain facts
and evidence independently, but a confirmation bias is the
compilation of information confirming our initial findings. We are
hunting for information that reaffirms our previous decisions and
appears to make things that contradict our beliefs less weight. For
instance, the presence of climate change may be disputed by two
individuals on social media. In the event of a confirmational prejudice,
both of these individuals will search for research articles and proof
justifying their hypotheses instead of analysing the case in depth.

 Representative Bias
This is where, owing to a supposed resemblance, a decision maker
erroneously compare two scenarios or when, conversely, analyse an
occurrence without comparing it to related situations. The question is
not positioned in the correct light, any way. On the job, workers may be
prejudiced by white men as they see that many women and minorities
have newly been recruited. Without looking at the past five or five
years of hiring, they may see the last five to six individuals as indicative
of the corporate policies.

On the other hand, two high school pupils may have very close
histories, and one of these pupils would possibly be following the other
because they are at school of their choosing. This is not always the
case, however, a decision maker is likely to care about the
consequences when circumstances are the same.

 Commitment Errors
Despite negative facts, this is an improvement in loyalty to a prior
judgement. A company owner can rent DVDs and Blu-ray on a
shopping platform, start buying inventories for the shelves and recruit a
few individuals to help him or her watch the cash register. The host may
analyse some statistics and figures that show that people no longer go
out and rent videos too much, but that the owner can go on down the
way and open a film rental location because he or she is committed to
the location, stocks, and people.

Managers also try to show that their original judgement was right by
having too long a poor decision to proceed in the expectation of
correcting the course. This errors are also expensive.

 Randomness Errors
If your lucky tie makes you make a company with a customer later
today, you commit a random mistake. You don't get luck with a tie;
you wore it even once on the day you shut a great deal. When we
attempt to build sense from unpredictable events, choices may be
influenced. Take stock values into consideration. Financial consultants
claim they can forecast stock market flows based on historical results,
but stock markets are totally unpredictable on any given day. In fact,
these advisers might forecast how stock markets are going about 49
percent of the time or, if they had just conjectured, around.

This is something like a superstition in the event of a lucky tie. It can

be difficult or impossible to alter habits or to critically process new
knowledge for decision-makers under their superstitions. Opposite of
most decision-makers who are not aware of these declines are
administrators who can independently gather evidence and come up
with solutions without having been influenced by these prejudices.
However, it takes a bit more to discover creative solutions to unique
problems. You will take innovation in decision making to the next level.
 Overcinfidence Bias
The racism of overconfidence is very easy to grasp — people are so
confident about how right they are. Studies have found that when
people think they're 65%–70% positive they're right, they're just 50% right.
Likewise, if they say that they are 100% positive, between 70-85 per
cent of the time they are usually correct.

Surplus confidence in the "correct" will lead to poor

decision-making. Interestingly, statistics often suggest that the most
likely shows undue trust in the prices of those with the lowest
intelligency and communications abilities, but administrators can be
wary of over-confidence as preconditions as they attempt to
determine or fix issues beyond their competence fields.
Section A2: 40 Marks
A2. Answer the following questions concerning on motivational theory
(Topic 2: Motivation in Organization):

1. Explain 3 differences between extrinsic and intrinsic motivation? Are

you motivated by extrinsic or intrinsic outcomes and give 3justification?

DIFFERENCES BETWEEN INTRINSIC AND EXTRINSIC MOTIVATION

Intrinsic Motivation
Intrinsic motivation is internal or inside of yourself. When you are
intrinsically motivated, you enjoy an activity, course or skill
development solely for the satisfaction of learning and having fun, and
you are determined to strive inwardly in order to be competent. There
is not external inducement when intrinsic motivation is the key to
behaviour or outcome.

Example of Intrinsic Motivation

If you are intrinsically inspired, you have fun and explore the
knowledge and skills, personal achievement and enthusiasm. You are
intrinsically inspired to compose speeches and papers to enhance your
personal time and to make the pleasure of studying and share
knowledge because this alleviates depression and helps you feel
happier or excited.

Extrinsic Motivation
Extrinsic motivation is external or outside of yourself. This type of
motivation is everywhere and frequently used within society throughout
your lifetime. When you are motivated to behave, achieve, learn or do
based on a highly regarded outcome, rather than for the fun,
development or learning provided within an experience, you are being
extrinsically motivated.

Example of Extrinsic Motivation

These are the examples of extrinsic motivators: trophies, medals,
money, discounts, grades, entry to school or school, higher fees, new
clothes and loss of weight. Education in infancy uses grades, prizes and
academic praise on the grounds of positive behaviour; grocers use gift
cards and vouchers to save you money when shopping at the store.

Intrinsic motivation is characterised as a stimulation that leads

someone to perform such things in order to obtain or fulfil themselves.
Intrinsically inspired people do fun things, not that they are enjoyable.
Only when a human does an action does extrinsic incentive arise
whether it is rewarding or because it needs to escape repercussions.
Extrinsically motivated people operate on social pressures, while doing
work to be compensated. Kuvaas, et al (2017).

To inspire people with international inspiration, I will set those targets.

Review the achievements and individual and group goals. By
acknowledging and/or encouraging their efforts, I would reward those
who achieve their goals and punish those who fail to achieve them or
provide further training. This encouragement often discourages
teamwork and causes employee challenges.

To inspire individuals intrinsically, a suitable working environment,

The primary areas I will make sure are the compelling organisation
mission and goals. I also will make sure that the workers are fit and that
their values are similar to the core values of the company, so that every
person loves what he or she does and is proud of doing it. Without
extrinsic motivation this motivation is not possible. Inherent motivation is
extracted from self-concept, basic values, internal needs and
innovations, in contrast to external motives to negate these motivations.
The distinction between inherent and extrinsic intent is believed.

2. How do employees make the choices that take them in the “right
direction”? Justify your answer with the help of the Expectancy Theory.

The theory of expectancy explains the neural mechanism by which

workers make decisions between various voluntary responses. The
hypothesis implies that we are selecting three separate views based on
our knowledge and learning in the past: aspirations, utility and valence.
Expectation is the conviction that the use of a high degree of
commitment contributes to the completion of such projects.
Instrumentality is the assumption that good production can achieve a
certain outcome.

There are a variety of arbitrary chances that good production will

bring results from 0 (not an opportunity!) to 1 (a dangerous casket!).
Valence represents the predicted importance of performance-related
effects. Wage raises, promotions, and more casual incentives are
standard examples of 'positively regarded' performance while 'poor
valued' results are common examples of punitive behaviour,
degradations, and cessations.

3. Define the terms of stress, stressor, and strains.

 Stress
Graviti, Mass, Magnetism. The physical sciences are these words.
The word stress still applies. The term stress refers in its original sense to
how much intensity a particular region applies. In order to be weighed
using mathematical formulae, a steel bar stacked in bricks is stressed.
Humanly, Peter Panzarino says, "Stress is just a fact of nature, forces
from outside the world that affect the individual." Modern life's
economic, personal and environmental stresses exert all their impact
on us every day. Certain pressure of this sort is good. Others will over
time wear us down. Psychologists describe stress as the reaction of the
body to a transition that involves a physical, mental, or emotional
adaptation or response. Stress is a lifestyle trait. It is the power which
motivates us to practise in the gym and gets us out of bed in the
morning. Psychological response to demands where there is something
at stake and where coping with the demands taxes or exceeds a
person's capacity or resources

 Stressor
A stressor is a chemical or biological agent, environmental
circumstance, external stimuli or an occurrence that is perceived as
inducing stress to an organism. A stressor may be mentally speaking,
activities or environments that can be demanding, difficult or
threatening to human welfare. Stressors can internally induce physical,
chemical and behavioural reactions. Stressors are incidents or
circumstances that can cause stress in the system. Dependant on
whether the stressor is recent or short-term acute stress or whether the
stressor has been around for a longer term, the body reacts to stressors
differently. Organizational stressors such as work overload, role conflict,
under-promotion and level of participation interact with individual
factors such as personality and family problems to create mental and
physical ill health in employees. A stressor is an external stimulus or an
event that causes stress to an organism. Psychologically speaking, a
stressor can be events or environments that an individual would
consider demanding, challenging, and or threaten the individual's
safety.
 Strains
Strains are immoderate demands which exceed the level of abilities
and competences of people to perform some given obligations. Strains
lead to stress.

4) Organizational behaviour defines stress in terms of both work stressors

and life stressors. Please explain 5 common sources of stress at
workplace.

Recognizing external stress factors is an important step in handling

stress effectively in your life. Substantial changes in life.

 Life change
Any big life transitions that include adaptation and housing can be
traumatic. The university or job climate are related to several big shifts,
such as the step away from the home of the family. Even changes that
are generally seen as positive graduation, promotion of work and
marriage can be stressful. Clusters of life changes, particularly negative
ones, may be correlated with certain people's health issues. However,
attitude and the capacity to cope are significant moderating variables.
People who have a healthy social network and a stress-resistant
disposition are less likely to become sick than people with less
opportunities in response to life changes.

 Daily Hassles
Although big shifts in life are stressful, they rarely occur frequently.
Researchers have indicated that small issues in life can get much more
stressful when you lose your keys or wallet, since they happen much
often. Any time people experience a negative problem, they will
usually experience mild stress reactions. Over time, wellbeing can be
profoundly affected. Studies find that everyday problems for certain
people help to mitigate the overall wellbeing generally.

 Individual Factors
Some people can endure stressful work-trips or stressful weeks in a
work-trip, but we don't look at these sort of temporary, individual stress.
It's a longer-term stress that we are looking for. Family burden
relationships that stop, children's problems, an afflicted adult These
conditions are overwhelming that an employee cannot even quit at
home at work. Financial stress such as a failure to pay bills or a sudden
new need for the cash flow of an individual may also interrupt a
worker's time. Finally, the attitude of an entity will potentially lead to his
tension.

 Enviromental Factors
Environmental tension factors exist. The economy will crash, causing
insecurity about the prospects of jobs and bank accounts. Political
instability can happen or stress shift can arise. Finally, advances will
create tension, as technological innovations increasingly make the
expertise of employees redundant and employees worry that a
computer that can do the same will replace them. Employees are
therefore supposed to be connected 24/7 and it is possible by
technology. As a plus side, the additives of these stressors should be
known. In other words, a person's level of stress is raised, and new
elements contribute. Therefore it does not seem necessary to have a
single stress in itself however, applied to further stresses, it may be the
straw that has cracked the back of the camel, as the old adage
suggests.
 Individual Differences

Those are the sources of stress, but differences within an individual

determine whether that stress will be positive or negative. Those
individual differences include

 Perception. This is what moderates the individual’s relationship to

the stressor. For instance, one person might see a potential layoff as
a stressful situation, while another person might see that same
layoff as an opportunity for a nice severance package and the
opportunity to start a new business.

 Job Experience. Because stress is associated with turnover, it

would stand to reason that those employees with a long tenure are
the most stress-resistant of the bunch.

 Social Support. Co-workers, especially those who are caring or

considered to be friends, can help protect a fellow employee
against the affects of stress.

5. The organization must help its employees cope with stress. Give 5
various resources an organization can provide to help employees cope
with stressors and explain it.

 Personnel Selection and Placement.

Managers should concentrate on fit between career candidates,
the job and the working environment in the selection and placement
process. The present hiring and positioning processes are based almost
entirely on avoiding the overload of qualitative tasks by ensuring that
individuals obtain the requisite knowledge, expertise, skills and training.
Managers might expand these hiring criteria to include how often
jobseekers can accept uncertainty and manage conflicts of
responsibilities. This ensures employers should be alert to future stress
issues and the applicant's capacity to cope during the work interview
and eventual placement process.

 Skills Training.
Stress may sometimes be minimised by improved preparation
processes relating to skills where workers are taught how to work with
less stress and stress more effectively. For example, it might teach an
employee how to mitigate overload by using shortcuts or new or
expanded skills. These strategies would only succeed if management
could not accomplish this improved productivity by can quotas. In
addition, administrators should make more effort to identify and explain
activities in order to decrease complexity and confrontation.

 Company-Sponsored Counseling Programs.

Several businesses have been dealing with consultancy services,
proposed in the fourth plan. For eg, the executive curriculum of
Stanford University provides a stress management module and the
Menninger Foundation is conducting a one-week anti-stress workshop
in Topeka. The effectiveness of a stress management method was
tested in one trial of police officers.

 Increased Participation and Personal Control.

Managers should allow more engagement and personal control of
workers in their decision-making. As noted above, involvement
increases work participation and at the same time decreases
depression by alleviating uncertainty and confrontation. Whereas there
are certain advantages of greater involvement, it should be recognised
that it is not easier for any managers to be more participatory. For
example, one study has found important variations in the degree to
which various superiors permit their subordinates to participate.
 Work Group Cohesiveness.
Managers should aim to establish a coherent working group. In
business today, team building work is popular. These activities are
aimed towards creating more effective and mutually beneficial
communities. The amount of social assistance workers earn is a key
ingredient in the level of tension. Team building is one way of gaining
this assistance.

 Improved Communication.
Managers should open lines of contact and educate workers about
what is happening in this business. Ambiguity and conflict are minimised
with increased information. However, managers should realise that
contact is a two-way road; it should encourage and acknowledge
subordinate communication. To the point that subordinates believe
their concerns and grievances are heard, the tension is minimised and
the inconsistent behaviour is less likely to arise.
Section A3: 10 Marks
A3: An application question for the ethical dilemma in organization
(Topic 3: Organizational Culture)

1. Should you admit you smelled alcohol on Karen’s breath last

Monday? Why and Why not?

This is an awkward and uncomfortable situation to be in. Even

though Karen is not a person I care for, it is imperative that I answer
David’s question honestly. If Karen is under the influence at work, it can
impair her judgement and put everyone around her at risk. Staying
quiet when you are aware of Karen’s drinking while at work is doing a
disservice to Karen, the employees, and the employer. She may have a
deeper problem and could be reaching out for some assistance. I
should answer Mr. David’s question honestly by telling him the truth. If I
lied simply because I was nervous of the outcome, it would be
unethical. I would also keep my tone devoid of any bias that would
infer I had something against Karen.

2. What are the implications of each (should and should not) course of
action above?

Being honest in this situation would most likely cause other

employees to see me as a rat/traitor for exposing a co-worker. Another
implication is that Karen will face disciplinary action from management
that may lead her to losing her job.

David heard rumors and came to me to find answers. He must trust

me enough to answer him honestly. Being dishonest in this situation
would prove me to be unprofessional and untrustworthy. Going out of
my way to put the company and its employees in danger would not be
unethical. Lastly, telling one lie would encourage others to conduct
themselves in unethical behaviors, creating a much larger issue.

If I admit to having smelled alcohol in Karen’s breath, Karen will likely

be investigated or put on a performance improvement plan; she may
even be fired. If I said I had not smelled alcohol, the situation could
subside and nothing further develop. On the other hand, Mr. Chan
might find another source that confirms Karen’s behavior. In which case,
my credibility would be called into question.

3. In organizational perspective, explain the type of perception do you

used to describe the whole personality of Karen?

In organizational perspective, my perception toward the personality

of Karen is a troublesome workers and not being professional in her own
profession which always create inconvenience to the surrounding
working environment and also with the co-workers. Even if she has a
personal issues with the staff, she should separated the personal matter
with the business matter so that any unexpected events can be
avoided.

Being in a team in order to accomplish the organisation goals is the

priority, to achive that teamwork are needed to bond a strong
relationship among the staff unlike Karen, she is selfish and stubborn not
to mix up with the staff and ignore her job instead of coming late to
work. In my opinion, Karen need to manage her time and attitude to
change her daily routine to be much better and more professional.
Section A4: 15 Marks
A4: An application question for the case study.

1. If organizations introduced “nap rooms” or nap times, how would this

factor into job satisfaction? Relate this to extrinsic factors of job
satisfaction and the motivation-hygiene theory.

Organizations should be cautious with workers who are sleeping

deprived as it impedes the employee decision and could lead and
otherwise complying people to choose a less acceptable means of
doing their job. In the two factor hypothesis, workers will be inspired to
incorporate things like sleep times/nap room organisations in the eyes
of Herzberg. Motivation is a driver which contributes to happiness, which
allows the company to develop and achieve its objectives.

If an organisation's external incentive for a work that motivates the

morale of the employee is diminished. Naps increase efficiency and
enable workers to get back into work. Sleep deprivation due to the
sleepiness of the machines, driving and heights will endanger life.

2. If you are manager who noticed your employees were

sleep-deprived, what steps might you take to help them? What theories
of motivation could you use to help them?

Nap rooms may be a choice for deprived staff to sleep strongly. I will
also want to change their schedules such that more sleep time or
lengthy working days can be minimised, such that the day can be
changed more. I'd use maslow philosophy of needs to help my workers
meet their goals and help them set new and better goals. I will also help
to inspire all people to perform well. I would help my staff to use the
target setting principle (Edwin Locke), which would motivate them to
get more of them on the payroll by completing goals and by doing
sleep as a goal for my staff. I also will try to change and reschedule the
staff working hours to minimize their working hours to manage their
sleep time. Next, for staff stay far away from the organization I will
provide hostel for them so they will not wake up much earlier to prepare
to go to work in the early of morning and having traffic jam and etc.
Making double shift to the workers may effective the efficiency of the
workers in order to avaoid the sleep-deprive problem occur.