Canadian University of Bangladesh (CUB)

Master in Maritime Transportation and Logistics

Term Final Exam, September-2022
Course Name: Management and Organizational Behavior
Course Code: MLT-1105
----------------------------------------------------------------------------------------------------

Name: NAZRUL ISLAM MAJUMDER

Student ID: 22214010

Part- A
Answer to the Question no-2:
 Discuss the view of Scientific Theory and Administrative Theory of management. How
would you use the principles of these theories?

Scientific Management:

 Toward the end of the 19th century, Fredrick Winslow Taylor (1856-1915) conducted controlled
experiments to optimize his worker’s productivity. He and his associates were among first
individuals to study work performance scientifically. The results of this experiments helped him
to believe that scientific method is the best determiner of efficiency in the work place-not
judgement or discretion.

Taylor’s Four Principles of Management

Motivate worker instead of forcing:

Taylor’s philosophy emphasized the fact that forcing people to work hard wasn’t the best way
to optimize result. Instead, Taylor recommended simplifying task so as to increase productivity.
According to Taylor, money was the key incentive for working. That’s why he developed the
“fair days wages for a fair day’s work” concept
Selection, training and development:
He suggested leaders assign team members to jobs that best match their abilities, train them
thoroughly and supervise them to ensure they remain efficient in the role.
System development:
Develop a science for each element of an individual’s work, which replaces the old rule-of-
thumb method.

Equal job distribution:

He divides work and responsibility almost equally between management and workers.
Management takes over all work for which it is better fitted than the workers.
Scientific management focus on achieving maximum workplace efficiency by
finding the optimal way to complete a task was useful, it ignored the humanity of the individual.
The theory is not practice much today in it’s purest form, but it demonstrated to leaders the
importance of workplace efficiency, the value of making sure team members received ample
training and the need for teamwork and cooperation between supervisors and employees .

 Administrative Management:

 Henri Fayol, a senior executive and mining engineer, developed this theory in the 19 th century
when he examined an organization through the perspective of the managers and situations
they might encounter.
After that, Fayol developed six function of management that work in conjunction with 14
management principles. The six functions are as follows:
# Forecasting
# Planning
# Organizing
# Commanding.
# Coordinating.
# Controlling.
The 14 principles he outlined were:
Initiatives: This refers to the level of freedom employees should have to carry out
responsibilities without being forced or order.
Equity: This principle implies everyone in the organization should be treated equally and that it
should be of environment of kindness.
Scalar chain: This principle says there should be a chain of supervisors from the top level of
management to the lower level that communication generally flows from top to bottom.
Remuneration: There should be both monetary and non-monetary remuneration based on
performance level to create a bond between the employee and the organization.
Unity of direction: This principle asserts that there should be only one manager per
department who is in-charge of coordinating the group activity to attain a single goal.
Discipline: According to this principle, Employees should be respectful and obedient, an
organization should be outline rules and regulations that clarify rules, good supervision and
reward-punishment system.
Division of work: This principle asserts that the overall action of management should be divided
and that team members should be given responsibilities based on their skill and interest to
make them more effective and efficient.
Authority: Management needs authority to give employees orders. The authority must be
agreed upon.
Unity of command: Employees answer to their managers and they are not a bunch of
unnecessary people involved with the process. Going over your manager’s head would be and
example of breaking this principle.
Subordination of the individual: There must be harmony between the interests of the
individual and organization, although organization interest given priority since it will bring
reward for the individual.
Centralization: According to this principle, the topmost level of authority should be centralized
to the top level of management, who has the power to make most important decision to the
organization.
Order: Every material and employee should be place in correct order to run the organization
smoothly, right person must be in the right place.
Stability of tenure: This principle suggest that business should try to limit turnover and keep
employees around as they accumulate knowledge and improve.
Espirit de corps: This refer to the belief that there must be a unified team contribution and the
cooperation is always greater than the aggregate of individual performance.
Fayol suggested that the principles should not be rigid, it should be left up to the manager to
determine how they use them to manage efficiently and effectively.

How to use principle of this theories:

There is quality aspect of these theory. Remembering all principles from management theories
can be challenging and make more sense for a test on management than entrepreneur running
their business. Things like equity and remuneration are important aspects of management.
Other principle like scalar chain isn’t always necessary. Some business find success without
clear hierarchies and organizational set up depends largely on the business and the size of the
company
“Proper management” is a tricky term. Not every employee and certainly not every group of
employees within a company, responds the same way to certain managerial tactics. Best
managers are able to use different principle when dealing with different peoples.
Theorists have long speculated on what type on management is best for humans in the
professional setting. Their management theories or collections of ideas that provide the
framework for effective management strategy, are implemented in modern workplace to
motivate and bring out the best in employees.
It’s common for managers to use more than on theory to achieve productivity or organization
goals. It is important for managers to understand these different theories and know how to
implement them. To properly lead a business, you need to appeal to employees through
numerous methods, including emotional and financial incentive. Employees tend to enjoy
authentic managers who value them as people and professionals. Whereas some of the original
management theories didn’t value kindness or work-life balance.
Management is a constantly changing field and it’s both an art and a science. Most modern-day
workplace employ multiple management theories to ensure optimal employee output.
Typically, leaders apply concepts from different management theories that best suit their
employees and company culture. Although many management theories were created centuries
ago, they still provide beneficial frameworks for leading team in the workplace and running
business today.
 

Part- B
Question 4 (15*2= 30 marks)
Nancy has worked for Noname Shipping for 12 years as one of two deputy superintendents.
James, the other deputy superintendent, has been working in the role for 8 years. Recently
when the position of senior superintendent became vacant due to the retirement of the
incumbent (Peter), Nancy felt that the position of senior superintendent would naturally fall to
her. On the contrary, senior managers of Noname Shipping decided to employ Paul, a new and
much younger applicant for the position, who in their view was better qualified, but who, in
Nancy’s view, did not have the experience necessary for the job.
i) Discuss the merits and demerits of the senior managers’ actions and explain how they
could have acted differently in the situation.
ii) ii) Based on the different theories of motivation, explain what can be done from a
management point of view to motivate both Nancy and Paul.

Answer to the Question no-4(i)

If we discuss about senior’s manager decision, we may find followings:
# Senior manager of Noname Shipping decided to go for internal recruits instead of external
recruits.
# He decided to pick up Paul for the position of vacant senior superintendent who is a new and
much younger applicant because of his qualification though he doesn’t have much experience
like other candidate Nancy.

Advantage of internal recruits:

Hiring internal candidates can be more efficient than recruiting externally, because it can:
1. Reduce time
2. Shorten onboarding time.
3. Cost less.
4. Strengthen employee engagement.
Reduce time to hire: When recruiting externally, hiring teams find candidates, evaluate them
and if all goes well, persuade them to join their company. All these procedure takes time.
Conversely, internal candidate are already part of your workplace. So, the time you need to find
and engage those candidate is much less. Its also easier to asses internal candidates because
# They prescreened for culture fit.
# Their track record easily accessible.
Shorten onboarding time: Every one needs some time to adjust to a new role, but internal
hires are quicker to onboard than external hire. This is because they
# Know how your company operates and most of your policies and practices.
# May be familiar with people in their new team, especially smaller business.
# May already know the content and context of their new roles if they move within
the same team. Above case, superintendent becoming senior superintendent.
Cost less: Research has shown that external hiring may cost 1.7 times more than internal hiring.
This is because when hiring from within organization, you usually don’t need to:
1. Post ads on job boards
2. Subscribe to resume database.
3. Pay for backgrounds checks.

Strengthen employee engagement: Promoting from within sends a message that company
value their employees and want to invest in them. Giving employees more opportunities to
advance their career. Employees who changes role develop professionally and others know
they may have similar opportunities in future. This helps to build a culture of trust that enhance
employee engagement and retention.
Disadvantage of internal recruits:
Despite all the merits of internal recruitment, there are some things to keep in mind. Hiring
from within organization can:
Create resentment among employees and managers: Employees who were considered for a
role could feel resentful if a colleague or external candidate is eventually hired. In the above
case, Nancy was expecting promotion as she was experienced. But senior’s manager choose
much younger and qualified Paul. Also, managers are often uncomfortable loosing good team
members and may even go so far as to hinder the transfer or promotion process.
 Leave a gap in your existing work force: When you promote someone to fill an open position,
their old position becomes vacant. This means that a series of moves and promotions may
ensue that could disrupt your business operation. Ultimately you may need to turn to external
recruitment in addition to internal hire.

Limit your pool of applicants: While your company may have a lot of qualified candidates for
specific positions, this is not necessarily true for every open role. For example, if a role is fairly
new to your business, your employees will have others specialties and may not be able to fill
the skill gap. Relying solely on internal hiring means you could miss the chance to hire people
with new skill and ideas.

Result in inflexible culture: Doing most of your hiring from inside your business may result in a
stagnant culture. This is because employees can get too comfortable with the way things are
done and struggle to spot inefficiencies and experiment with new ways of working. External
hires are essential in shaking up culture and offering a fresh perspective on existing problem.

Merits of much Younger and Qualified VS Much experienced applicant:

There are numerous advantages of choosing much younger, qualified less experience
candidates Vs much experienced candidate.
# Company culture development: While hiring, choosing between little to no experience or
vast experience is a big decision that can ultimately impact the company culture within your
organization. Are you looking for employees who will bring changes or adapt to your culture?
Less experienced employees may bring exciting energy and curiosity that challenges your more
experienced workers. New employees can either mold themselves to your company culture or
bring about change.
Either way, it’s imperative when reviewing job applications to ensure that each employee is
either a good culture fit or have ideas for how to improve your existing culture.
# Get the best candidates: Experienced candidates sometimes think that they can land almost
any of the jobs for which they apply. There is some truth to it-especially in a low unemployment
market. Therefore, it can be more challenging to develop loyalty with these seasoned veterans.
When you hire employees who are new to your industry, you can develop a relationship that
can create loyalty to your business. When you invest necessary time, training and resources, it
helps your team to develop a greater sense of employee satisfaction in your business.
# More friendly to embrace Technology: Much younger and less experienced or inexperienced
persons are always more likely to embrace new technology. On the other hand, Vast
experienced employees are less likely to embrace all the modern technology. Now a days, more
and more companies are introducing new, cutting edge technology which a mature person may
struggle to pick up.
# Less salaries compare to Mature worker: Mature workers tends to occupy the slots of more
senior positions within an organization, so they are likely to command a higher salary compared
to the younger generation. An experienced mature worker is likely to ask you for better medical
compensations, a more lucrative pension plan or provident fund compared to that which you
pay to a younger employee.

Demerits of much Younger and Qualified VS Much experienced applicant:

There is no denying that nothing can really substitute for experience. That is why when it comes
to hiring for managerial positions in particular, the majority of organizations prefer hiring
experienced people.
# More training is required for younger: Students who start a job straight after college or
university require more continuous attentions and training in the past few months of their job.
One of the biggest advantages of hiring mature workers is that as compared to younger
workers, they don’t require as much training which in turn can save company resources.
# Prone to do Mistakes: Younger and less experience persons are more likely to slip up due to
lack of experience. Hiring a more experienced employee should means that there will be fewer
chances of blunders or mistakes. This is because mature employees will have a accumulated a
lot of work related experience through out their career. They are less confused compared to
someone less experienced on a job.

# Careless attitude: Younger workers have a tendency to be careless or irresponsible at times.

On the other hand, mature workers tend to show a more dedicated and responsible attitude
towards their wok. Mature employee tends to be more careful working on the tasks assigned to
them, while their more junior colleagues often have a more casual attitude towards their work.

# More likely to involved in workplace Politics: Much younger workers have a tendency to
butter up their managers and bosses to seek their favor. Mature experienced workers are
typically less interested in petty workplace politics. They tend to keep their focus on their work
rather than participating in insignificant politics within the organization.
Every new employee should be hired on the basis of skills, merits and qualifications rather than
on the basis of his or her age or seniority. Company should select right individual who can prove
to be a truly valuable asset to the firm.

They could have act following different way in the situation:

To avoid resentment, cultivate trust and ensure you hire effectively. They could:
1. Ensure promotions or job moves are not the only ways to recognize employees or help
them advance their careers. Consider offering opportunities for training, job shadowing
and job rotation. Also, lay the foundation of rewarding employees frequently. For
example, Arranging performance related bonus for encouraging superintendents.

2. Ensure candidates (Nancy and Paul) understand company hiring process and why they
were not selected. It would be good to give them interview feedback or pointers on
what skills they might need to develop to be successful in the future.

3. Senior’s manager should share their thinking of possible career move with their team
member (superintendent) and ask them to take part in formulating company business
succession plan. That way, if a position opens, they could immediately consult their plan
to see which employee may be a good fit.

4. Avoid communicating an opening if you already have a candidate in mind.

Communicating an open role means that you give employees hope that they might be
hired in this role. But if hiring team already prefer a particular candidate, it’s best to
reach out to them directly first, instead of encouraging others to apply.

At the end of the day, it is important to structure your hiring process to ensure fair and
effective recruiting. Use screening test and structured interviews which help to asses candidate
more objectively and communicate well with all candidates. These practices will help senior
managers in good hiring decisions and will build trust in hiring process.
Answer to the Question no-4(ii)

Motivation Theory: Motivation is a state of mind, filled with energy and enthusiasm, which
drives a person to work in a certain way to achieve desired goals. Motivation is a force that
pushes people to work with a high level of commitment and focus, even if things are going
against them. Motivation translates into a certain kind of human behavior. In short, motivation
is the driving force behind human actions.
There are many different forces that guide and direct our motivations. It is important to ensure
that every team member in an organization is motivated and meet the bottom line. Various
psychologists have studied human behavior and have formalized their findings in the form of
various motivational theories. These motivational theories provide insights into the way people
behave and what motivate them.
Motivation theory is a way of looking at the motivation of a person and how this influences his
behavior, whether for personal or professional reasons. Its important to every aspect of society
but is specially relevant to business and management. Motivation is the key to more profitable
employee, as a motivated employee is more productive.

In my opinion, by using expectancy theory we can motivate both Nancy and

Paul.
Expectancy theory of Motivation:
The expectancy theory of motivation is the belief that an individual choose their behaviors
based on what they believe leads to the most beneficial outcome. This theory is dependent
on how much value a person places on different motivation. This results in a decision they
expect to give them the highest return of their efforts.
To create a correlation between the efforts and performance that comprise the expectancy
theory, look for the following three core value:

1. Expectancy: Expectancy is the belief that if an individual raised their efforts, their
reward may rise as well. Expectancy is what motivates a person to gather the right tools
to get the job done, which could include raw materials and resources, skills to perform
the job and support and information from supervisors. Some of the most common
factor associated with level of expectancy include:
 # Self efficacy: The belief in your ability to successfully perform can
impact your motivation tools.
# Goal difficulty: The difficulty level of your goal may influence the
outcome you expect from work.
# Control: The level of control you feel you have over your
performance can influence the efforts you make.
Can I do it? If I try harder, can I really achieve this number? Is there a link between how
hard I try and whether I reach this goal or not? If you feel that you can achieve this
number, if you try, you have high expectancy.

2. Instrumentality: Instrumentality is the belief that the reward you receive depends on
your performance in the workplace. It typically follows some of the basic guide line:
# Clearly communicate the reward a team member can expect to receive.
# Team members can trust that their manager or supervisor to give them an
appropriate reward for their efforts.
# Team members have clear expectations for their rewards.
What is in it for me? What is going to happen if I reach 300? What are the outcomes
that will follow? Are they going to give me a 2% pay raise? Am I going to be named the
salesperson of the month? Am I going to receive verbal praise from my manager? If you
believe that performing well is related to certain outcomes, instrumentality is high.

An employee’s performance at work can lead to many different types of rewards. Some
of the common rewards include pay increase, promotion, recognition, or sense of
accomplishment. Generally, instrumentality increased, if you know how, why and when you
may receive rewards.
3. Valence: Valence is the importance you place on the expected outcome of your
performance. This often depends on your individual needs, goals, values and source of
motivation. For example, if you expect to be one of the top performers of your team,
you may place high importance on achieving that goal, even if others don’t expect you
to achieve this level of performance.

How do I feel about the outcomes in question? Do I feel that a 2% pay raise is desirable?
Do I find being named the salesperson of the month attractive? Do I think that being
praised by my manager is desirable? If your answers are yes, valence is positive. In
contrast, if you find the outcomes undesirable (you definitely do not want to be named
the salesperson of the month because your friends would make fun of you), valence is
negative.
 How to use expectancy theory of motivation for Nancy and Paul

# Make sure your promises to your team align with company policy. When you offer your
team members specific rewards for their work, consider checking your employer’s policies
to ensure you can provide them. For example: Deputy superintendent Nancy felt that the
position of senior superintendent naturally fall to her, because she was not informed
company succession policy of recruiting a new, much younger and qualified Paul instead
much experienced Nancy.
# Create challenging but achievable goals, trust your team to handle the tasks you give
them, and challenge them to reach their full potential. At the same time, remember to keep
expectations achievable to keep your team member motivated and confident in their work.
For example: you may track the sales metrics for a sales team and create weekly sales goal
that are similar to the best performing weeks while remaining achievable.
# Ensure the assigned tasks match the team member’s skill set. Part of motivating your
team includes understanding the unique skills they bring to the company and seeing how
they can use those skills to meet their goals. When you assign an employee a task based on
their skills, they are likely have more confidence in their ability to finish it. For example, if
you know a team member who has in strong background in giving public presentations, you
may this type of work to them instead of assigning it to more introverted team members.
# Set clear connections between performances and reward. Always communicate your
expectation and reward clearly. The more transparent you are, the more your team can
trust they are going to receive rewards for their works. For example: Noname shipping may
provide a clear structure for bonuses that include qualitative or numerical goals that team
members can easily track to see how they are performing.
# Make reward distribution fair and logical. When you distribute rewards for performance
on a project or task, make sure that reward match the levels of effort put in and
performance achieved. It also important to distribute reward to team member fairly. For
example: Senior manager should very clear to Nancy and Paul that promotion decided by
Paul energetic performance and nothing wrong happened with Nancy.

The end.

------------------------------------------------------------------------------------------------------------------