ORGANISATIONAL EFFECTIVENESS 3A

FACULTY OF ENGINEERING AND THE BUILT

ENVIRONMENT

SEMSTER TEST 1 MEMO

DEPARTMENT OF QUALITY AND OPERATIONS MANAGEMENT

PROGRAMME DIPLOMA MANAGEMENT SERVICES

MODULE ORGANISATIONAL EFFECTIVENESS 3A

CODE ORE33A3

DATE 28th March 2023

DURATION 2 HOURS 30 MINUTES

TIME 14H00 – 16H30

TOTAL MARKS 100

EXAMINER MRS J NKUNA

EXTERNAL MODERATOR MRS I NEMUDZIVHADI

NUMBER OF PAGES 3 PAGES

INSTRUCTIONS TO CANDIDATES:

 Please answer all questions.

 Question papers must be handed in.
 This is a closed book assessment.
 Read the questions carefully and answer only what is asked.
 Number your answers clearly.
 Write neatly and legibly.
 Structure your answers by using appropriate headings and sub-headings.
 The general University of Johannesburg policies, procedures and rules pertaining to written
assessments apply to this assessment.

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ORGANISATIONAL EFFECTIVENESS 3A (ORE33A3)

QUESTION 1

Organizational Behavior (OB) has evolved into an applied set of behavioral science
concepts, models and techniques. Interpret the Five (5) predominant contributors with
reference to the three (3) levels of analysis, further provide a practical example for your
each contributor.
(20)
ANSWER

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QUESTION 2

The term spirituality has found its way into the organizational literature and culture in
South Africa. The view of spirituality is that it originates from within the individual. Using
examples of companies in South Africa, examine five [5] potential benefits and five [5]
critics of spirituality in organisations. (10)
Answer

Benefits
Creativity, honesty, trust, commitment, personal need satisfaction, and improved
organizational effectiveness

For example, Wetherill Associates made honesty an important point of attention. The
company created and implemented a policy where they promised that they will be
completely honest when dealing with customers and suppliers.

Improved effectiveness include attaining a broader worldview; concern with working with
integrity; acquiring a strong sense of community; and a willingness to work to make a
positive difference by making contributions to colleagues, stakeholders, and society.

In addition to these benefits, there is the individual benefit of creating a more reasonable
work/life balance, attitude, and set of behaviours.

Critics
Focusing on spirituality means not being able to embrace the diversity of beliefs held by
employees and stakeholders.

Talking about integrity, honesty, sharing with others, and being open could take on an
appearance of preaching. The preaching could turn off many individuals.

There is a lack of rigor, theoretical foundation, and research design in available studies
of spirituality. Until the rigor, theoretical base, and research design can be improved and
evidence that is based on scientific inquiry is available, there will be many skeptics of
introducing spirituality dimensions in management practices
One of the key variables in spirituality discussions is the “ability to listen” to others. Such
an ability to listen needs to be more carefully studied and analyzed. Is “listening” all that
is needed, or must the leader also act effectively on what he or she hears.
There is also the issue of finding the type of spirituality that fits best in the organization.
There is not likely to be a single form or template of spirituality.

Spirituality hinders productivity since more time will be spent on spiritual matters.
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QUESTION 3

The core factors in creating and sustaining a positive culture, which suggests the
importance of history, expectations, groups, and relationships. Diagrammatically depict
the core factors of a positive culture .
(10)

QUESTION 4

Socialization processes are not only extremely important in shaping the individuals who
enter an organization, they are also remarkably different from situation to situation. This
variation reflects either lack of attention by management to an important process or the
uniqueness of the process as related to organizations and individuals. Either
explanation permits the suggestion that while uniqueness is apparent, some general
principles can be implemented in effective socialization process. Discuss the five [5]
activities of effective accommodation socialisation process.
(10)
Answer
Orientation programs are seldom given the attention they deserve. Sometimes referred to as
“on boarding,” the first few days on a new job can have very strong negative or positive impact
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on the new employee. Taking a new job involves not only new job tasks but also new
interpersonal relationships

Training programs are invaluable in the breaking-in stage. Training programs are necessary to
instruct new employees in proper techniques and to help them develop requisite skills.
Moreover, effective training programs provide frequent feedback about progress in acquiring
the necessary skills.

Performance evaluation, in the context of socialization, provides important feedback about

how well the individual is getting along in the organization. Inaccurate or ambiguous information
regarding this important circumstance can only lead to performance problems.

Assigning challenging work to new employees is a principal feature of effective socialization

programs. The first jobs of new employees often demand far less of them than they are able to
deliver. Consequently, they are unable to demonstrate their full capabilities.

Assigning demanding bosses is a practice that seems to have considerable promise for
increasing the retention rate of new employees. The boss who is most likely to get new hires off
in the right direction is one who has high but achievable expectations for their performance.

QUESTION 5

Describe the four types of culture regarding formal control orientation and forms of
attention, further provide examples of organisation where each type of culture would
apply. (10)
Bureaucratic Culture eg Military
Emphasizes rules, policies, procedures, chain of command, central decision making eg
Army, Government
Clan Culture eg departmental Stores
A working family, tradition and rituals, teamwork and spirit, self-management, social
influence
Entrepreneurial Culture eg 3M
Innovation, creativity, risk taking, aggressively seeking opportunities
Change, individual initiatives, autonomy are standard practices
Market Culture eg Nike, citigroup
Emphasis on increased sales and market share, financial stability, profitability
Workers have contractual relationship
Little feeling of teamwork, cohesiveness

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QUESTION 6

Defend the three stages of socialization in an organisation and provide a practical

example for each stage. (10)
Anticipatory stage
 Activities undertaken prior to entering an organization
 Activities prior to taking a different job within the same organization

Accommodation
 Occurs after joining an organization
 The organization/job are seen as they actually are
 Involves establishing interpersonal relationships
 Learning job tasks
 Clarifying the role
 Evaluating the progress being made

Role management is the stage during which conflicts arise

 The employee’s work and home life
 The employee’s work group and other work groups within the organization

QUESTION 7

The Schein definition of culture points out that culture involves assumptions,
adaptations, perceptions, and learning. He further states that an organization’s culture,
such as those of Walt Disney, Twitter, or Apple, has three layers. With an aid of a
diagram illustrate Schein three layers and discuss.
(15)
Answer

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QUESTION 8

In work organizations, a mentor can provide coaching, friendship, sponsorship, and role
modelling to a younger, less experienced protégé. Approximately 71 percent of the
Fortune 500 companies implement a mentorship program. Diagrammatically illustrate
the five [5] phase which the mentor-mentee relationship evolve emphasising on the
definition and turning points.
(15)
Answer

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Total: [80]

- - - Good Luck - - -

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