DEPARTMENT OF LEADERSHIP

COURSE TITTLE: ORGANIZATIONAL BEHAVIOR AND

DEVELOPMENT
COURSE CODE: MAL 614

Individual Assignment

The Current Practice of the Organizational Behavior Related to

Motivation and performance of employees the case of Education
Training Quality Assurance Authority Nifas Silk Branch Office

Prepared by- Tigist Getahun Id.NO- ML0/8288/15A

Submitted to: Prof. Belete

January 2023

Contents
1. Background........................................................................................................................................3
1.1. Vision, Mission, Goal and Values of Education training quality regulatory authority........3
1.1.1. Vision......................................................................................................................................3
1.1.2. Mission....................................................................................................................................3
1.1.3. Values.....................................................................................................................................3
2. Products and Services........................................................................................................................4
3. Design and structure.........................................................................................................................4
4. Methods & Data Collection...............................................................................................................5
5. Source of data....................................................................................................................................5
6. Leadership Style................................................................................................................................5
7. Organizational Culture.........................................................................................................................6
8. Work environment and Job satisfaction..............................................................................................6
9. Reform and change management.........................................................................................................6
10. Presentation, Interpretation and Analysis of Data............................................................................7
10.1. Work Performance and organizational management................................................................7
10.2. Monetary incentive and work performance...............................................................................7
10.3. Working Conditions and work performance..............................................................................7
10.4. Working Relations and work performance................................................................................8
10.5. Responsibility and work performance........................................................................................8
10.6. Recognition and work performance............................................................................................8
10.7. Supervision and Work Performance...........................................................................................9
10.8. Training and work performance.................................................................................................9
11. Conclusion........................................................................................................................................9
12. References..........................................................................................................................................10

Chapter 1.
 1. Background

Organizations are people; and without people there would be no organizations. Thus, if managers
are to understand the organizations in which they work, they must first understand the people
who make up the organizations.

Organizational behavior is the: "study of human behavior in organizational settings, the interface
between human behavior and the organization, and the organization itself". It applies to the
behavior of people at work in all types of organizations: public, private, cooperative sector,
commercial or service organizations. Whatever organizations are, there is a need to understand
organizational behavior.

An effective leadership style of the leaders in an organization is capable of providing

motivational stimulus and direction to their followers to achieve the organizational mission and
goals. From organizational perspective, leadership differs from the managerial position in the
business organization. The managers are concerned with the short-term problems within the
organization, while the leaders adopt a much broader perspective not only in the business
organization but to any organization that requires leadership.

In the past four years Addis Ababa has gone through a lot of reorganization efforts. The city
charter was amended in 2011 E.C bringing about major changes to the administrative structure.
Due to the amendment of the charter new organizations were established. Decree 64/2011 lead to
the birth of Education training quality regulatory authority, and structured with having 4 groups
of Directorates namely Education and training quality assurance directorate, Licenecing and
renewal Directorate, competency assessment directorate and ICT directorate.
1.1. Vision, Mission, Goal and Values of Education training quality regulatory
authority
1.1.1. Vision
- By implementing successful and effective system, build internationally competent
educational institutions and citizens by 2020 E.C.
1.1.2. Mission
- Making the society participate on the issue of education as an owner, encouraging the
rich who have invested on education by providing technical support and assuring the
competency of citizens.
1.1.3. Values
- Accountability
- Transparency
- Enthusiastic to change
- Lead with knowledge and conviction
- Provide quality service
- Solving educational problems using research
 - Team work for success
2. Products and Services
 Assuring teachers’ & Educational experts professional competency
 Assuring quality education
 Leveling education and training institutions.
 Digitalizing documents
3. Design and structure

Organizational design is the structure which indicates the pattern of relationship among the
components parts of an enterprise. Orgnisational design is represented as a form of a graph
which becomes the Orgnisational chart. As the human beings have organs that defines their
parameters and coordination of different organs of a body. Similarly Orgnisational design has
structure that specifies various positions groups dimensions etc. and their necessary coordination
in order to achieve well established objectives. Thus the Orgnisational design and structure of
Education training quality regulatory authority Nifas silk branch office ensures that every part
work as per preestablished plan in proper relation it parts in the office.

3.1. Structure of the sub city education Office

Authority Office Head

Licenecing and renewal

Directorate
ICT Directorate

Education and training

General education TVET Licenecing
quality assurance
Licenecing and and renewal
Directorate
renewal department

Plan & Budget department

Competency assessment
General education Directorate
quality assurance
department TVET quality
assurance
department
 4. Methods & Data Collection

To achieve the objectives of the study the qualitative research methods was applied through
interview & document analysis to get adequate information of the current practice of
organizational behavior related to motivation and performance of employees the case of
Education training quality regulatory authority.

5. Source of data

Both Primary & secondary data were used to get the reliable information.

6. Leadership Style

The term ‘leadership style’ refers to the pattern of behavior which a leader adopts in directing
the behavior of the followers towards the attainment of organizational goals. The nature and
form of leadership style is affected by existing circumstances, time-period, and personality of
the leader, his experience, attitude and orientation, nature of followers, external environment
and so on. Most of the managers use several styles at one or the other point of time, but in
which category a manager falls, is decided by the style that is mostly used by him. There are
three important leadership styles: - 1. Autocratic or Authoritarian Styles where the leader
exercises complete control over the subordinates and dominates and drives his group through
coercion and command. This type of leader uses both positive and negative motivations, for
example, reward, praise, fear of criticism or punishment. Under this style, subordinates are
thought to be inexperienced and wisdom less and therefore they are given no freedom and the
course of action are decided by the autocratic leader. 2. Democratic or Participative Style: The
democratic leader decentralizes power. He involves subordinates in the decision making.
Decisions are made in consultation and participation with the subordinates. Subordinates are
encouraged to utilize their full latent potential and capacities, and assume greater
responsibilities. The major advantage of this style is to improve job satisfaction and morale;
develops positive attitudes; reduces resistance to change; generates self-motivation due to
participative decision making and freedom of thought and impression; increases productivity;
and develops better subordinates. The major disadvantages of this style is time-consuming and
causes delays in decision making. 3. Free-rein or Laissez-faire or Permissive Style: There are
several forms of this style. For example, in some cases the subordinates are given a goal to
achieve in their own way, whereas in some other cases, they themselves decide their group
goals. In fact, there is almost complete delegation of authority; and the path leading to the
goals is decided by the subordinates themselves. The leader behaves primarily as a member of
the group and play the role of a member only. He gives his opinion or suggestion only when it
is demanded from him. Under this style, the group members are educated and motivated by
themselves; the leader is not required to educate but he acts, as a link primarily for arranging
adequate resources needed for attaining the goals, for establishing contact between employees
and the outside world, for collecting necessary information from external sources, and for
establishing coordination.
7. Organizational Culture
Organizational Culture plays an important role in modern business environment because it has its
impact an employee performance and satisfaction. A basic definition of organizational culture is
necessary to provide a point of departure in the quest for an understanding of the phenomenon.
Martins and Martins (2003, p 380) state the general definition of organizational culture as “a
system of shared meaning held by members, distinguishing the organization from other
organization’s”. In relation to the above definition, Arnold (2005, p 625) indicates that
“organizational culture is the distinctive norms, beliefs, principles and ways of behaving that
combine to give each organization its distinct character”. These two definitions suggest that
organizational culture distinguishes one organization from another organization. Therefore,
organizational culture is to an organization what personality is to an individual (Johnson, 1990).

In other words, organizational culture includes those qualities of the organization that give it a
particular climate or feel. As a result the distinct qualities of an organization may manifest
through four dimensions, namely power, role, achievement and support (Harrison, 1993).

8. Work environment and Job satisfaction

Work Environment and Job Satisfaction according to Sunyoto (2012) the work environment is
everything that is around the employee and that can affect him in carrying out the responsibilities
and duties assigned to him. While job satisfaction, according to Robbins and Judge (2011), is a
positive feeling of employees towards the work they do and is the result of an assessment of the
characteristics of their work. In doing work, an employee needs to be in touch or need to interact
with superiors and coworkers, employees must also follow the policies and rules that have been
set, reach existing performance standards, work in conditions of work that are felt to be less
suitable and other such things. Another opinion was conveyed by Colquitt, LePine and Wesson
(2017), job satisfaction is the level of satisfaction or pleasure that an employee gets as a result of
his assessment of the work he does or the work experience he has ever experienced.

9. Reform and change management

Studies have shown that the environment in which organizations operate experiences constant
turbulence and the only way they can survive is by embracing change management (Burnes,
2004). Hashim (2013) stated that advancement in technology, changing consumer behavior,
changes in government policies, economic instability and competition from business rivals may
require changes in organizations. According to Fleming and Millar (2019), change in an
organization means changes in organizational structure, replacement of a chief executive officer,
change of staff, change in management strategy, technological change, changes in shared values,
product or services and changing from one system to another. Change management is defined as
“making changes in a planned or systematic fashion” (UNDP, 2006:5). Understanding change is
very important in order to overcome the attendant concomitant resistance due to anxiety, mistrust
and insecurity (Fleming and Millar, 2019). Millar et al. (2018) suggested that to overcome
resistance to change, organizations must use communication to appeal to the various
stakeholders affected by the change, allow people who are affected by the change directly or
indirectly to participate in the process, and negotiate with those adversely affected by the change
and provide support to persuade them.

10. Presentation, Interpretation and Analysis of Data

10.1. Work Performance and organizational management
As we interviewed regarding the mission of the organization all the core process coordinators as
well as employees knows the mission and their educational background relates to the mission
and vision of the office.
In order to establish the level of performance of the office workers the core process coordinators
were asked what is their opinion on the work performance at the office? In their response all
perceived it to be good, they work committedly using their knowledge and skill. As a result from
ten sub cities Lideta sub city education office and most of the core process stood first during the
midterm evaluation conducted by Addis Ababa city administration education Bureau.
Regarding support in their work from the organization some of the respondents told us they get
enough support, some of them say somehow, others say no support at all and while putting the
biggest stumbling block in fulfilling purpose of the job most of them agree on organizational
leadership, lack of good governance and others on colleague.
10.2. Monetary incentive and work performance
In order to find out how adequate the salaries of the workers are, they were asked the question
their responses indicated that money is important incentive to encourage good performance but
they perceived the salaries as not adequate.
This finding supports McGregors ideology that people have the potential to work but are
encouraged to work when an organization acts in a way that their commitment is established and
one of the ways to do that is to pay adequate salaries.
According to Herzberg inadequate salaries are a demotivator and this prevents motivators from
encouraging good performance.
10.3. Working Conditions and work performance
Office head, core process coordinators and workers were asked the question “Do you think good
working condition has appositive effect on work performance?”
All of respondents agreed good working conditions have a positive effect on the work
performance. In order to establish the effectiveness of the working conditions to encourage good
performance. The office heads, core process coordinators and workers were asked the question:
“Do you find the working conditions in Lideta sub city Education office effective to encourage
workers to work harder?’’
Some of the respondents replied there are good working conditions that encourages to be
effective. Two of the respondents (one core process coordinator and one office worker)
responded that there was no good working conditions that encourages them to work harder and
they mentioned salary as in sufficient, lack of treating persons equally, formation of group, and
accepting the ideas of few as to challenges to the working conditions.
In order to establish a way to improve the working conditions the office heads, core process
coordinators and workers were asked for their views and they felt that this could be done by
increasing monetary provision, improvement in working relations, creating team spirit, adequate
provision of facilities and more capacity building.
10.4. Working Relations and work performance
In an attempt to find out the perception of the section heads about the importance of good
working relations and good performance, they were asked the question: “Do you think a good
working relation among peers and superior is a good incentive for good performance?”
In an attempt to answer the question most of the respondents responded good relation among
peers and superiors as a good incentive for good performance. Others say in somehow. This
finding is not in line with Herzberg’s two factor theory that looks at working conditions as a
disatisfier and not a motivator in a manner that can increase the commitment of the workers to
the organization objectives.
The workers were asked the question “Do you think if the working relation with your colleges is
good, would that influence your performance negatively?”
Responses show that good relation with colleges did not affect performance negatively.
In an attempt to establish ways to improve on the working relations in Lideta sub city education
office the office head and core process coordinators were asked the question: “If they are not
adequate, what would you suggest to make them better?”
The following responses were given to improve on the working relations
- Employees need to work as a team.
- People should be given equal opportunities.
- Procedures need to be followed and an understanding among workers should be
cultivated.
10.5. Responsibility and work performance
In order to establish if the workers in the sub city education office are made to be responsible
over their jobs, they were asked the question: “Do you feel that you are responsible over your
job?”& what efforts are made to make workers feel responsible over their job?
All the interviewed responses shows that the workers in office have the sense of responsibility
over their job. With regard to efforts made by the education office so far nothing is done to make
the workers responsible& the core process coordinators thought us the office should work in this
area.
10.6. Recognition and work performance
In an attempt to find out the act of recognition over ones job, they were asked the question: “Do
you feel the sense of recognition in your job is good incentive to enable you perform?”
The responses from workers shows that all of them agree recognition as an incentive that
encourage them to perform better.
But from the information we get concerning recognition all the workers as well as core process
heads were not treated equally and mentioned lack of proper evaluation, favoritism, appreciating
the one who work little than those who perform well among the stumbling block in recognition
and work performance in the office.
This finding is congruent with Herzberg’s two factor theory that looks at recognition in ones job
as a motivator to good performance.
It is in agreement with Mayo’s conclusion were he states the need of recognition as being
important in determining “workers morale and productivity than the physical conditions under
which the person works”
10.7. Supervision and Work Performance
In analyzing the data, the study revealed that 100% respondent’s saw supervision believed on
supervision is a good technique on encourage performing well and supervised by immediate
boss.

It was also shown from the study that the heads of respondents have a positive perception about
supervision have a positive perception about supervision and the resultant effect on good
performance.

This is in support with the literature on performance management approaches that stresses
supervision as a performance management tool to encourage good performance. It is also in
support of Mayo’s conclusion were he stated that supervision is good but he also added that the
kind of supervision will determine the way worker’s take directives from their managers.
10.8. Training and work performance

The study shows that majority of the workers and heads have under gone some kind of training
and therefore the organization has made some efforts to train its workers. This is good for
improving their level of performance.

The study also shows that the training and development given for the workers is not based on
gap and need assessment it is simply designed and initiated by top manager and government.
This is not related to the concept of management, leadership and organizational development.

11. Conclusion

 In the office even if there was a good need assessment but they did not utilize for training
and development.
  Even if there was a recognition practice in the office the selection criteria for recognition
is full of bias.

 There is a periodic supervision for the departments and officers to enables them to give
feedback.

 In the institution there are practices of appraisal but the criteria of appraisal is not clear
 There is no practice of advancement in the career ladder.
12. References
Burnes, B. (2004). Managing Change: A Strategic Approach to Organizational Dynamics (4th ed.).
England: Pearson Education.

Colquitt, J., LePine,J, and Wesson, M. (2017). Prganizational behavior: Improving Performance
and Commitment in the Workplace. Fifth Edition, McGraw-Hill Education.
Fleming, K., and Millar, C. (2019). Leadership capacity in an era of change: The new-normal leader.
Journal

Sunyoto, D. (2012). “Sumber Daya Manusia (praktek penelitian)”. Yogyakarta, Center for
Academic, Publishing Service. (Johnson, 1990).
Moorhead, G., & Griffin, R. W. (1995). Organizational behavior: Managing people and
organizations (5th edition). Boston. Houghton Mifflin, (p.4)