Canadian University Bangladesh (CUB) Master in Maritime Transportation and

Logistics Term Final Exam, September-2022 Course Name: Management and

Organizational Behavior Course Code: MLT-1105

Instructions
a) You have to answer both Part-A and Part-B
b) Your answers must not exceed the word limit (± 200)
c) Plagiarism is strictly prohibited (Paraphrase and use reference where necessary)
Name: Mohammad Shamim
Student ID: 22214034

PART A- (10 marks)- Maximum 1000 words

(Chose and answer only ONE question from this part)

Question 1 (10 marks)

Describe Katz’s three essential managerial skills and how the importance of these skills changes depending
on managerial level.

Question 2 (10 marks)-

Discuss the view of Scientific Theory and Administrative Theory of management. How would you use the
principles of these theories?

Question 3 (10 marks)

Explain why the concept of an organization as an iceberg is important to understanding organizational
behavior.
Answer To The Question 3:
Hierarchical culture is the person set of convictions and values that drive what individuals do and how they
make it happen. Culture is the certain standard that characterizes the kind of worker conduct that is
acknowledged, dismissed, supported, or beat inside the association down.

The Iceberg Model can help organization to develop a deeper understanding of cultural differences and
behavioral competence in teams. By changing potentially hidden but yet significant behavioural
components, it will become clearer how to address difficult challenges.

The iceberg helps to visualise deeper cultural meaning. The iceberg model is a simple metaphor for
describing organisational culture. An iceberg has less mass above the water (this visible part) as compared to
the greater mass that lies below the surface (which is generally unseen). The main idea behind the iceberg
model is that, in the same way as a physical iceberg, with any culture, there are obvious things such as
behaviours that are visible, but there are lots of things hidden below the surface within a group or
organisation driving these behaviours.
The iceberg analogy is first accredited to Edward T. Hall, an American anthropologist who specialised in
intercultural communication and is best known for his book Beyond Culture published in 1976.
Gary R. Weaver, a professor of management, further developed the concept and started to apply this to
corporate culture, ethics and values.

As mentioned previously, the iceberg analogy is useful as it helps us to remember that any behaviour we
observe, can be due to various hidden factors. Within any team, the visible behaviours of individuals are
driven by unseen beliefs, values, and mindsets..

Ice shelf Model of Culture

The ice shelf model of culture is a structure that permits you to quantify your hierarchical culture. The model
surveys how well an association's social qualities line up with the objectives and take care of execution
issues.

While certain parts of culture are effectively seen from an external perspective, frequently called the surface
culture, what frames the underpinning of major areas of strength for an is much of the time lowered, further
in the qualities and convictions of the association, called the "more profound culture."
Surface culture:
There is no clothing regulation, I love wearing my shorts to the workplace, and the adaptable work hours are
simply joy!" or comparative things. These are the discernments shaped by individuals in view of what they
see, hear, or feel about hierarchical culture and authority.
Advantages and advantages
Best associations endeavor to make a culture that guarantees their representatives feel good in all parts of
their life. Worker advantages and advantages assume a gigantic part in making this conceivable.
Dress and appearance
Representative dressing style and appearance can enormously affect how authoritative culture is seen. It has
nearly been years and years since the proper clothing regulation has turned into an obsolete idea.
Innovation
Innovations utilized in an association have a basic impact in characterizing an association's way of life. They
can either make an association look 'cool and shrewd' or 'dated and unbending.'
Language
Language offers culture through quirks of talking (amenable or unrefined?), conduct (formal or easygoing?),
conveyance (immediate or aberrant?), and selection of words (perfect, noisy, or haughty?).
Prizes and acknowledgment
Prizes and acknowledgments colossally affect worker experience and authoritative culture. They
make an insight among individuals about what an association depend on, its qualities, and its
convictions.

Deeper Culture

Every organization is built on a set of distinctive rules and characteristics that are very particular to them.
Though not visible to the outside world, these characteristics have the power to make or break the
organization. These are nothing but the aspects of deeper culture that is built on –beliefs and values, bias and
coercion, authority and competition, health and well being and various other factors that cannot be easily
perceived or evaluated as the external factors.

Here, we discuss some of the aspects of deeper culture that drive an organisation

Authority

Most successful organisations involve employees in the decision-making process. They are open to hearing
employee opinions and feedback. This has a huge impact on organizational culture.

Employees feel valued when their opinions are heard. A sense of authority is experienced while being
involved in discussions and tasks that have an impact on organisations growth, in turn leading to higher
levels of job satisfaction.

Health & Wellbeing

Organizations across the globe are increasingly recognising the crucial role employee wellbeing plays in
engaging employees and cultivating a strong workplace culture. Be it physical, emotional, mental, or
financial – health and wellbeing have a tremendous impact on employee engagement as well as the culture.
Happy and healthy employees not only have proven to drive better productivity, but also reduce healthcare
costs and churn rate. Having a wellness program is hence crucial to building a happier workforce, which will
ultimately improve your company’s bottom line.

Purpose & Meaning

Helping employees understand the organisation’s mission, helping them engage, and making them realise
they are a part of something bigger is important for every organization. When employees understand why
they are doing what they are doing, it can drive phenomenal results in terms of engagement, motivation, and
business outcome.

Communication

An organization that adopts open, transparent, positive and strong communication will not only foster
healthy work relationships but also reaps the benefits of fewer conflicts and negativity.

A  healthy communication culture is one in which the channels are opened on both ends (between employees
and management) for the exchange of ideas, suggestions, and feedback.

Employee Engagement

Organisational culture has a powerful impact on employees. A culture that is positive and open can create
trust and loyalty among employees – driving passion and dedication towards the organization. When
organisations proactively take employee feedbacks and take the path of open communication to openly
convey essential messages pertaining to layoffs, hikes, restructure, etc., succinctly, it reassures the
employees and increases engagement.

Learning & Development

If there is one cultural trait that every successful leader will vouch for, then it is prioritising learning and
development among employees. This not only promotes innovative thinking and creativity but also improves
the agility of the business to sustain today’s increasingly complex and constantly changing business
environment.

Collaboration & Teamwork

Organisations that build a culture of teamwork believe that planning, thinking, decision making, etc. happens
better when done collectively rather than individually.

Making collaboration and teamwork a part of your organization culture requires a buy-in from all levels of
employees. Implementing a plan that clearly lays out the various dynamics of collaboration, ownership,
teamwork, etc. and encouraging and rewarding teamwork regularly can help make the concept part of your
company’s culture.

These are only some of the indicative aspects of what forms the organisational culture. Understanding and
improvising the culture within your organisation can be vital to driving success.

Final Thoughts

Organisational culture has an immense impact on employee engagement, productivity, performance, and
overall experience. Understanding the nuances of organisational culture can empower you to improve the
overall organisational performance.
 PART B – (30 Marks)- Maximum 3000 words

(Answer all the questions of this part)

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.
Answer:
i) Merits and demerits of external recruitment

Advantages of External Recruitment Disadvantages of External Recruitment

Process Process

Increased chances A limited understanding about the company

Fresher skill and input Higher risk

Qualified candidates Time consuming

Better competition High costs

Generation of creative ideas Internal disputes with existing employees

Lesser internal politics Issues of Maladjustment

Better growth Agencies are not trusted

Competitive spirit Invites unsuitable applicants

Being fair Legal risks

Ideas from other industries Varied category of applicants can be met

Advantages of External Recruitment Process:

In an external recruitment process, the company posts a job and invites different candidates suitable for the
job outside the company.
In this decision of hiring a candidate outside the company, the employer takes up the responsibility of
finding a candidate who is capable of handling the duty and responsibility of the job posted.
Following mentioned are a few advantages of the recruitment process,

1. Increased chances:
In this increased chance, the company receives a variety and number of candidates who owns knowledge and
ability to handle that job.
If the company enters a selection procedure with external recruitment, then there are increased chances
of finding a suitable candidate for the job.
This increased chance provides better availability of skilled and qualified employees for the company by
using the external recruitment method.

2. Fresher skill and input:

When a company goes with an external recruitment method, there is a quite better possibility of finding and
identifying a fresher candidate who is capable of delivering new skills and inputs for the betterment of the
company.
Therefore, hiring a candidate with external recruitment makes things clear and better for the company who is
in desperate need of fresher skills and inputs for the overall growth of the company.

3. Qualified candidates:
Nowadays, when a company posts an advertisement in social media or newspaper. One common thing they
look for is a well experienced and qualified candidate.
With external recruitment advertising, the company can find a variety of qualified candidates for the post
offered. And eventually, this process helps to identify the best candidates in a lot of skilled candidates.

4. Better competition:
In the external recruitment process, there will be a chance of facing better competition in terms of hiring new
talent.
Most of the time some of the company looks for candidates who are capable of handling a certain skilled
job and some of them search those candidates who are better with their risk-taking ability.
This is how the company meets those two types of characteristics of candidates in the same interview
process.

5. Generation of creative ideas:

Most probably when the company is in need of those candidates who can provide creative ideas for the
growth of the company, then the company needs to go with an external recruitment process for the overall
development of the company.
Therefore, once the company understands the working nature of external recruitment then there is a
possibility that the company might select a candidate with new and better creative ideas.

6. Lesser internal politics:

In the external recruitment process, there is a very less possibility that the candidate might face internal
politics of existing candidates. And these lesser internal politics avoids a number of internal issues and
requests of the existing employees of the company.
Once the candidate is selected, then the company can be aware of all the political and internal disputes of the
company as well.
Therefore, it is a process with a high potential candidate who is capable of handling any type of situation in
the company.
7. Better growth:
By using an external recruitment process, the company can expect growth not just for the candidate, but
actually, the company can expect it for itself also.
When a company selects a candidate with high potential, then there is a higher possibility of the overall
growth of the company. The employees within the organization also broaden their capacity and may try to
match with the new talent.
Therefore, external recruitment holds on to the objective where it handles the selection procedure sorting by
finding a skilled and qualified candidate for the position offered.

8. Competitive spirit:
When employees are recruited through external recruitment, there whirls a competitive spirit in the
organization amongst the employees. They present themselves to be competitive with full enthusiasm to
work and match with the new employees.
A healthy competition takes place between the internal and external employees and employees become
efficient and trained.

9. Being fair:
External recruitment paves way for a fair means of recruitment. Since the competition is open and wide,
there is more opportunity for candidates where they can apply for vacant positions in organizations.
The recruitment is done in a fair manner equally for all candidates where internal politics is avoided.
10. Ideas from other industries:
Another smart factor that can be observed from candidates recruited from external recruitment is that they
offer unique and new ways that are followed in the competitor or other companies they worked for.
The organization can gain insight into various other aspects of other industries by means of external
recruitment.

Disadvantages of External Recruitment Process:

These disadvantages of external recruitment make a clear distinction between its limitations and it will also
provide beneficial knowledge about the techniques of an external recruitment process.

1. A limited understanding of the company:

When a candidate is selected from an external recruitment process, there is a possibility that the candidate
might have less chance of understanding the environment of the company. And this lesser understanding can
make a big difference in the future activities of the company.
Therefore, there is some sort of issues with an external process which needs to be rectified for a better
understanding of the company environment.

2. Higher risk:
There is a possibility that the candidate selected for the post is not worthy of the position offered and he/she
can take advantage of their position in the company.
This type of risk is very much common in an external recruitment process as most of the candidates applied
for the job are total strangers to the company. And that is why it is considered one of the higher risk
processes of recruitment.

3. Time-consuming:
The main disadvantages of external recruitment are that it is time-consuming as most of the companies post
an advertisement for their company recruitment drive.
Then there is a quite possible chance of receiving a higher number of applicants for the post and the recruiter
need to be very careful with their decision of selecting the best candidate for each round selection process.
These different rounds of selection take a bit longer than the internal recruitment process as it involves a
number of processes.
4. High costs:
As most part of the external recruitment process mainly deals with complete new candidates then the
company needs to come up with a pay scale for that candidate which should value his/her skill and ability.
This can turn things a bit costly for the company as they are in need of new ideas and to get such new and
creative ideas from the potential candidate. The company needs to provide him/her with the best possible
deal to refuse.
With all these aspects, the company needs to provide intense training for the candidates. Screening a large
number of candidates consumes more money.

5. Internal disputes with existing employees:

When a company considers a fresh candidate for the higher post than the existing candidates, then there is a
higher possibility that the company existing employees might show some sort of internal dispute among the
officials of the company.
This kind of internal dispute can lead things to a completely different level. And eventually, the company
can fall on their back with such differences of opinions.

6. Issues of Maladjustment:
There are a number of possible ways where the new employee recruited may not adjust to the new
environment. They also would not adjust with the new employees in the organization.
When such scenarios take place, they have to leave the organization or the management should take
initiatives to replace them. By this way, the management may lose good employees and need to hunt for
another.

7. Agencies are not trusted:

By recruiting candidates through external recruitment, recruitment agencies play a role where they do not
have adequate knowledge about the culture of the organization and their intrinsic qualities. They also do not
care much about the key requirements of the post.

8. Invites unsuitable applicants:

External advertising methods are something that happens in large scale through print media and hence a
large number of applicants who are not fit for the job post are drawn in. There are a number of unsuitable
candidates who line up for low-level job positions.

9. Legal risks:
There are chances for legal issues when external recruitment is carried on. When hiring intact teams, top
hiring talents are recruited with non-compete recruitment which may lead to legal issues.

10. Varied category of applicants can be met:

When external recruitment is considered, there is a large pool of applicants who are met. Applicants with
varied experience, background, skills, and abilities are met.
Since there is abundant talents met, picking the right candidate can be muddling. In this way, new decision
making and planning aspects can be discovered.

These are a few hints which mention the advantages and disadvantages of external recruitment. Employees
and employers must make sure that there are good and bad aspects when external recruitment is considered.
All the negative hints can be made positive by talking about a few steps of the external recruitment process
and working towards it. Disputes come to an end when every factor is viewed in a positive manner.
External candidates are beneficial in a number of ways as they make the company productive with their
talent and skills.

With external recruitment, the organization is able to develop a diverse team wherein there are new talents
and skills who work together. Employees work together to achieve the goal and objective of the organization
unitedly.
Employers and employees must welcome external recruitment in their organization and make it a practice in
the company’s recruitment process.

Managers could have provided necessary training for necessary skill enhancement for making Nancy
capable of the position of Senior Superintendent rather than hiring Paul as an external recruitment. The
managers could also initiate succession planning in the organization for making employees competent
enough to fill up any vacant position if any employee leaves the organization.

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:
Motivation is a perspective, loaded up with energy and excitement, which drives an individual to work with
a particular goal in mind to accomplish wanted objectives. Motivation is a power that pushes individuals to
work with an elevated degree of responsibility and concentration, regardless of whether things are
conflicting with them. Motivation converts into a specific sort of human way of behaving. So, motivation is
the main thrust behind human activities.

Theories of Motivation
Motivation is an immense field of study. Analysts have proposed various theories of motivation. The
absolute most popular motivational theories incorporate the accompanying:
1. Maslow's Hypothesis of Various leveled Needs
Abraham Maslow proposed that an individual will be propelled when every one of his necessities are
satisfied. Individuals don't work for security or cash, however they work to contribute and to utilize their
abilities. He exhibited this by making a pyramid to show how individuals are inspired and referenced that
ONE Can't Rise TO THE Powerful Except if LOWER-LEVEL Requirements ARE Satisfied. The most
reduced level requirements in the pyramid are essential necessities and except if these lower-level necessities
are fulfilled individuals don't check out at making progress toward fulfilling the upper-level necessities.
2. Hertzberg's two-factor Hypothesis
Hertzberg characterized the necessities into two general classes; specifically cleanliness factors and spurring
factors:
Unfortunate cleanliness elements might annihilate motivation however further developing them under most
conditions won't further develop group motivation
Cleanliness factors just are not adequate to inspire individuals, yet inspiration factors are likewise required
3. McClelland's Hypothesis of Requirements
McClelland confirms that we as a whole have three rousing drivers, which don't rely upon our orientation or
age. One of these drives will be prevailing in our way of behaving. The prevailing drive relies upon our
background.
The three inspirations are:

Accomplishment: a need to achieve and exhibit own capability. Individuals with a significant requirement
for accomplishment incline toward errands that accommodate moral obligation and results in light of their
own endeavors. They additionally incline toward fast affirmation of their advancement.
4. Vroom's Hypothesis of Anticipation
Vroom's hope hypothesis of motivation says that a singular's motivation is impacted by their assumptions
regarding what's in store. In his view, a singular's motivation is impacted by -
Anticipation: Here the conviction is that expanded exertion will prompt expanded execution i.e., on the off
chance that I work harder, it will be better. This is impacted by things, for example,
Having the proper assets accessible (e.g., unrefined substances, time)
Having the proper administration abilities to finish the work
Having the expected help to take care of business (e.g., manager support, or right data at work)
Instrumentality: that's what here the conviction is in the event that you perform well, the result will be an
important one for me. i.e., on the off chance that I work effectively, there is something in it for me. This is
impacted by things, for example,
5. McGregor's Hypothesis X and Hypothesis Y
Hypothesis X and Hypothesis Y were first made sense of by McGregor in quite a while book, "The Human
Side of Big business," and they allude to two styles of the executives - dictator (Hypothesis X) and
participative (Hypothesis Y).
Hypothesis X: Administrators who acknowledge this hypothesis trust that assuming you feel that your
colleagues despise their work, have little motivation, should be watched consistently, and are unequipped for
being responsible for their work, stay away from liability and keep away from work whenever the situation
allows, then, at that point, you are probably going to utilize a tyrant style of the executives. As per
McGregor, this approach is very "active" and normally includes obsessively hovering over individuals' work
to guarantee that it finishes appropriately.
Hypothesis Y: Chiefs who acknowledge this hypothesis trust that in the event that individuals will work
without oversight, invest wholeheartedly in their work, consider it to be a test, and need to accomplish more,
they can coordinate their own endeavors, take responsibility for work and do it really without help from
anyone else. These supervisors utilize a decentralized, participative administration style.
6. Alderfer's ERG Hypothesis
C. P. Alderfer, an American clinician, fostered Maslow's progressive system of necessities into his very own
hypothesis.
His hypothesis proposes that there are three gatherings of center necessities: presence (E), relatedness (R),
and development (G). These gatherings are lined up with Maslow's degrees of physiological necessities,
social requirements, and self-completion needs, individually.
Presence needs concern our fundamental material necessities for living, which incorporate what Maslow
ordered as physiological requirements, for example, air, rest, food, water, apparel, sex and sanctuary and
wellbeing related needs like wellbeing, secure work, and property.
Relatedness needs have to do with the significance of keeping up with relational connections. These
necessities depend on friendly communications with others and are lined up with Maslow's degrees of
affection/having a place related needs like companionship, family, and sexual closeness and regard related
needs, for example, acquiring the admiration of others.
The first question is whether the person believes that high levels of effort will lead to outcomes of interest,
such as performance or success. This perception is labeled expectancy. For example, do you believe that the
effort you put forth in a class is related to performing well in that class? If you do, you are more likely to put
forth effort.
The second question is the degree to which the person believes that performance is related to subsequent
outcomes, such as rewards. This perception is labeled instrumentality. For example, do you believe that
getting a good grade in the class is related to rewards such as getting a better job, or gaining approval from
your instructor, or from your friends or parents? If you do, you are more likely to put forth effort.
Finally, individuals are also concerned about the value of the rewards awaiting them as a result of
performance. The anticipated satisfaction that will result from an outcome is labeled valence. For example,
do you value getting a better job, or gaining approval from your instructor, friends, or parents? If these
outcomes are desirable to you, your expectancy and instrumentality is high, and you are more likely to put
forth effort.

 Expectancy: 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.
 Instrumentality: 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.
  Valence: 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.

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