University of Applied Sciences

Campus Zweibrücken

Subject: Questions for Review

Student:
Wahid Elazhary
Matriculation Number: 881308

Virginiastraße 14, A208

66482, Zweibrücken

Proofreader:
Management and Organizational Behaviour
Dr. Ludger Birkendorf

Date of submission:
10-07-2020
Management and Organizational Behaviour

Abstract
Human nature is a set of attributes that human beings inherently appear to have,
including ways of thought, feeling, and behaving. The study of Organizational Be-
havior provides insight into the actions, attitude, and performance of employees in
the working environment. It allows them to consider factors that can inspire em-
ployees, improve their efficiency, and help organizations create positive and trust-
worthy relationships with their employees. In this paper, we will answer five crucial
questions in that regard. Firstly, we will discuss to what extent can managers raise
employees' satisfaction using the intrinsic part of the job. Then, we will trigger the
reason of workplace stress and how managers can deal with it. Moreover, we will
check how the Big Five traits are predicting workplace behavior, followed by a dis-
cussion of the factors that affect the unethical decision taken by the individuals.
Lastly, we will provide an explanation of how values differ across countries accom-
panied by a comparison between Egypt and Germany.

Keywords: Intrinsic Part of the Job, Stress at workplace, Big Five traits, Unethical
decisions, Values across countries.

Elazhary, Wahid Page 1

Management and Organizational Behaviour

Table of contents

List of abbreviations ........................................................................................ 3

List of figures.................................................................................................... 4

1.If it is true that managers can raise employee satisfaction by focusing on

the intrinsic parts of the job, what do you recommend them to do? ........... 5

2.Why and when employees become stressed and how managers/leaders

should handle it? .............................................................................................. 7

3.How do the Big Five traits predict work behavior? .................................... 9

4.Please explain if unethical decisions are more a function of an individual

decision-maker or the decision maker’s work environment. ..................... 11

5.If values differ across cultures, what does that mean for managers?
Explain differences for two countries of your choice. ................................ 13

Elazhary, Wahid Page 2

Management and Organizational Behaviour

List of abbreviations
ESG Environmental, social and corporate governance measures
CSR Corporate social responsibilities

Elazhary, Wahid Page 3

Management and Organizational Behaviour

List of figures
Fig. 1: Stress Management Pool 2009 07
Fig. 2: Values across culture comparison 14

Elazhary, Wahid Page 4

Management and Organizational Behaviour

1. If it is true that managers can raise employee satisfaction by

focusing on the intrinsic parts of the job, what do you recom-
mend them to do?

Intrinsic motivation is the motivation that comes from within. It is the personal satis-
faction and educational accomplishment that we gain from doing that specific activ-
ity. For example, for people who love music, their motivation for playing the instru-
ment, attending classes, etc. is an intrinsic motivation. In today's work environ-
ment, intrinsic motivation is crucial. Research shows that this is a key factor in in-
novation and organizational performance. At an individual level, there is an intrinsic
motivation that makes the job satisfying. It is a major reason to opt to stay on a job.
It helps keep your stress down.

Extrinsic motivation is derived from rewards. It is a sort of operative conditioning

that uses incentives and punishments to rise or reduce the probability that specific
actions will recur. Incentives or other rewards for extrinsic motivation, such as
recognition, popularity, or income, serve as a motivation for specific activities.
These external factors drive this kind of motivation, unlike the intrinsic motivation.

Intrinsic motivation is an effective way to inspire people and arises when a person
considers a job interesting and satisfying. The inspiration comes from within the
person rather than from outside influences. Almost always it is more powerful than
an extrinsic incentive, which is mostly focused on rewards and penalties. Under-
standing how to use intrinsic motivation efficiently allows the managers to make
their subordinates more effective and at the same time to increase their job satis-
faction.

Should managers focus more on the intrinsic part? This is a very difficult question
to answer. In fact, studies related to human nature and how people will behave are
very complicated and this is because of the complex nature of the human being.
Many influences can affect the way an individual addresses a situation single-
handedly or say in a group. The key factors influencing an individual's attitude in
social as well as business life are abilities, perception, attitude, attribution, gender,
race, and culture.

Elazhary, Wahid Page 5

Management and Organizational Behaviour

What managers should do is to get to know everyone of their subordinates individ-

ually and they should develop intrinsic and extrinsic incentives in the work environ-
ment. Managers should make the job description and tasks more interesting than
mandatory, recognize and promote the skills, develop their employees, and support
their sense of ambition.

For instance, praising and rewarding workers helps them feel valued and supported
which can result in positive outcomes at work. Praise and recognition will significantly
raise one's self-efficacy through verbal influence, helping to make them more confident
in their ability to do their tasks. If a manager takes consideration and compassion for
an employee facing personal difficulties, after his personal issues have been ad-
dressed, the employee would feel more prepared to concentrate on his job duties. Fur-
thermore, encouraging and nurturing workers help them "feel at home" and thereby
cultivate and reinforce partnerships between managers and subordinates. Employees
would then be more dedicated to an organization that looks after their interests and
well-being and allows employees to develop a sense of pride in what they do, which is
not to suggest that extrinsic motivation is not essential i.e. income.

Extrinsic motivation such as money is also considered as a significant motivator and is

only efficient to some extent. For example, money is the mean by which workers will
afford the other need-satisfying items they desire, but money reduces the motivation of
employees and makes them feel undervalued. It will eventually increase the rate of
turnover for a firm. In my opinion, money as an incentive should be used to compen-
sate workers depending on good results, along with non-monetary motivation.

Elazhary, Wahid Page 6

Management and Organizational Behaviour

2. Why and when employees become stressed and how manag-

ers/leaders should handle it?

Stress is a complex situation in which a person is faced with an incentive, require-

ment, or resource that is relevant to what the person needs and for which the result
is viewed as both unpredictable and significant. In other words, stress is the psy-
chological and physical condition that occurs when a person's resources are not
enough to deal with the situation's demands and pressures. Figure.1 shows the
answers of 7,807 individuals who were submitted to the stress management pool
in 2009. 26% declared that their job is the main factor that can explain stress, 20%
said that the reason is finances which can be related also to their career.

Figure.1 Stress Management Pool 2009

In a business environment, examples of organizational factors that trigger stress

include pressure to prevent mistakes or complete tasks in a short time, job over-
load, a demanding and insensitive supervisor, and unpleasant fellow workers.
Such considerations are based on duties, responsibilities, and expectations from
individuals. These considerations involve job design (its autonomy, diverse duties,
automation level), workplace conditions, and the physical layout of the work. Task
demands relate to stresses put on an individual as a function of his or her specific
position in the organization. Role contradictions generate perceptions that can be
difficult to overcome or satisfy. Overload of tasks happens when the employee is
required to do more than the time allowed.

Interpersonal demands are stresses generated from dealing with unpleasant co-
workers. Lack of support from colleagues and poor interpersonal relationships may
Elazhary, Wahid Page 7
Management and Organizational Behaviour

trigger stress, particularly among employees with high social needs. Researches
have shown that unpleasant co-worker and supervisor attitudes, including conflict,
impoliteness, impoliteness intimidation, sexual harassment, and racial discrimina-
tion, are particularly strongly linked to work stress.

Managers need to assure their team members that they are aware of their level of
stress and collaborate with them about how to reduce workplace stresses. They
should also note that workers do not have to compromise their health or happiness
to work. Some strategies may be adopted by managers to minimize workplace
stress; to set specific goals for employees, to encourage team communication, to
provide a flexible work atmosphere, to encourage employees to move their bodies,
and workplace recognition. These basic measures will help to alleviate tension in
the workplace and will not only improve the lives of the staff but will also build
committed members of the team who enjoy coming to work every day. Managers
should lead by example to build a workplace that is less stressful for everybody,
even for themselves.

Although stress is usually addressed negatively, it is not inherently bad on its own,
it also has a positive value. It is an opportunity when it offers potential improve-
ment. Some individuals make constructive use of stress in order to rise to the chal-
lenge and accomplish as often as possible. In the same way, many employees see
the stresses of heavy workloads and deadlines as constructive obstacles that in-
crease the quality of their work and the satisfaction they derive from their jobs.
Managers should encourage that feeling and help their subordinates to overcome
these obstacles and feel the confidence that as a team they can achieve whatever
objectives that will rise in the future.

Elazhary, Wahid Page 8

Management and Organizational Behaviour

3. How do the Big Five traits predict work behavior?

Human resources experts use the Big Five personality traits to effectively recruit
employees. That is because those measurements are considered the fundamental
characteristics that make up the overall personality of an individual. The Big Five
traits are five specific aspects that describe and account for individual variations in
the behavior of human beings.

▪ Neuroticism: is often called Emotional Stability. This aspect measures the indi-
vidual's emotional stability and the level of negativity. Neuroticisms also en-
counter mental distress and negative emotions. Characteristics include being
tense and moody.
▪ Agreeableness: these individuals are friendly, supportive, cooperative, and
sympathetic. In addition, those who are agreeable are more satisfied with their
job and contribute to organizational success by engaging in ship behavior.
▪ Extroversion: extroverts get their energy from interacting with others. Moreover,
extroversion includes traits such as assertive, energetic, and talkative. Contra-
ry, introverts get their energy from within. An extrovert and an introvert may
both generate a high-quality performance, even though an extrovert needs to
collaborate with other co-workers during the process, while the introvert tends
to solve problems alone. Managers should also attempt to assign staff to activi-
ties that best suit the individuals' characteristics.
▪ Conscientiousness: People who have a high level of conscientiousness are
reliable and swift. Moreover, conscientious people have the ability to learn more
and they can develop a higher level of knowledge. However, people who are
above average in conscientiousness achieve better than those extremely conscien-
tious.
▪ Openness: individuals who enjoy learning new things and experiencing different
concepts usually rank high in openness. Openness encompasses qualities
such as being knowledgeable and imaginative, with a wide range of interests.

To conclude, we can predict the work behavior through the Big Five traits. For in-
stance, highly conscientious people develop more professional knowledge, apply
superior effort, and can perform better. The other Big Five traits affect the working
environment as well. Neuroticism or Emotional Stability can predict how someone
will handle the working environment pressure. Identifying Extroversion and Intro-
Elazhary, Wahid Page 9
Management and Organizational Behaviour

version can help managers allocate their subordinates to tasks and duties that will
fit their behavior. Regarding Openness trait, open people are more creative and
can perform better as leaders. An agreeable trait also can predict how someone
will be satisfied with what he/she does.

Elazhary, Wahid Page 10

Management and Organizational Behaviour

4. Please explain if unethical decisions are more a function of an

individual decision-maker or the decision maker’s work envi-
ronment.

Many factors can affect an individual's daily decisions, such as rationality, general
biases, and previous experience. However, the surrounding environment might
have a significant impact on the individual's decisions, especially in the business
field. Employees are required to make daily decisions that sometimes could not be
aligned with their personal preferences.

Two factors affecting individual's decision-making process are individuals' differ-

ences and organizational constraints. For individuals' differences, individual's per-
sonality, preferences, and objectives will shape his/her decisions. For instance,
people who aim for success are more likely to be proactive in taking decisions that
lead them to the direction of achieving their goals, while individuals who are dutiful
are more likely to do only what will serve the organization's objectives. Gender also
has a significant impact on the decision-making process. For example, during the
problem-solving procedure, men and women can have different approaches and
actions to reach the required solution.

The organization's constraints can also shape the managers' and employees' deci-
sions. Factors like performance evaluation which put standards and criteria on
which they are evaluated, and formal regulations which are boundaries that limit
the managers' decisions making abilities, affect the managers' decisions.

Three ethical decision criteria can define people's behavior in making decisions.
Firstly, there is utilitarianism where decisions are taken only on the basis of the
consequences and the results. It highlights performance, profitability, and high in-
come. Another ethical criteria is taking decisions that are compatible with moral
values. Emphasizing rights in decision-making requires upholding and defending
people's fundamental rights, such as the right to privacy, and freedom of speech.
Lastly, it is the implementation and enforcing rules equally and impartially in order
to ensure equality or a fair distribution of benefits and costs.

To sum up, the decisions that are made by managers and leaders are affected by

Elazhary, Wahid Page 11

Management and Organizational Behaviour

the work environment as well as their personalities, but in the end, the one who is
responsible to take a certain decision can choose between following his/her per-
sonal preferences. Organizations that seek profit can force their decision-makers
to take an unethical decision in order to maintain the pre-stated objectives which
are maximizing the profit and reducing the cost. Thus, managers and leaders
should consider and cover aspects that will not support the organizations' objec-
tives in maximizing the profit such as environmental, social, and corporate govern-
ance measures ESG, corporate social responsibilities CSR, and actions that will
ensure the employees' welfare.

Elazhary, Wahid Page 12

Management and Organizational Behaviour

5. If values differ across cultures, what does that mean for man-
agers? Explain differences for two countries of your choice.

One of the main tasks of a successful manager is to understand his subordinates

and allocate them to the areas that will fit their abilities, thus a manager who knows
how to motivate, support, and develop his/her employees. Interpreting and com-
paring the cultural differences will help managers to have significant knowledge
about their subordinates' attitudes and backgrounds. Cultural differences can be
compared within the same country or organization also between different coun-
tries. The most efficient way of interpreting cultural differences is to compare dif-
ferences in cultural values.

By surveying more than 116,000 IBM employees in 40 countries in the 1970s,

Geert Hofstede managed to capture that there is a variation of managers and em-
ployees on five different dimensions of national culture. Below we will discuss the
Hofstede's dimensions supported by a comparison between two countries; Egypt
and Germany.

Power Distance
Power distance indicates the degree to which people in a country agree that power
in organizations and institutions is unevenly distributed. High power distance rating
means that large inequalities of wealth and power arise and are accepted in the
culture.

Individualism vs. Collectivism

Individualism is the extent to which people elect to behave as individuals rather
than as members of teams and having a high consideration of human rights. Col-
lectivism highlights a tight social outline in which individuals assume others in
groups of which they are a part of to take care of them and support them.

Masculinity vs. Femininity

Masculinity is the degree to which society promotes conventional male positions
such as success, strength, and dominance, as opposed to treating men and wom-
en as equals. A strong masculinity ranking reveals the society has separate duties
and responsibilities for men and women. A high femininity ranking means the soci-

Elazhary, Wahid Page 13

Management and Organizational Behaviour

ety sees no distinction between male and female roles and views women in all
ways as equivalents to males.

Uncertainty Avoidance
The extent to which people in a country choose organized circumstances to un-
structured ones determines their uncertainty avoidance. For countries that rank
high on uncertainty avoidance, people are more worried about the complexity of
the future and ambiguity and use laws and regulations to reduce uncertainty. Indi-
viduals in cultures that are weak in uncertainty avoidance tolerate complexity better
are less rule-oriented, take more chances, and tolerate transition more willingly.

Long-term vs. Short-term Orientation

Dimensions of long term versus short-term orientation indicate the dedication of
society to traditional values. People in a long-term-oriented society look to the fu-
ture and respect thrift, patience, and tradition. In a short-term orientation, individu-
als respect the here and now; they accept transformation more quickly and do not
see commitments as obstacles to change.

Values across cultures comparison, Egypt vs. Germany

Figure.2 illustrates the comparison between Egypt and Germany in terms of cultur-
al differences. Egypt represents the MENA region as well as the emerging mar-
kets, and Germany represents the European region and the world's leading econ-
omies.

Figure.2 Values across culture comparison

Source: www.hofstede-insights.com

Elazhary, Wahid Page 14

Management and Organizational Behaviour

Power Distance
Egypt scores high on this factor (score of 70). Hierarchy in an organization is seen
as representing structural inequality, centralization is widespread, subordinates
expect to be told what to do, and the typical manager is a benevolent autocrat. Un-
like Egypt, Germany's lower score of 35 indicates that the Co-determination rights
are fairly broad and must be taken into account by administrators.

Individualism vs. Collectivism

With a score of 25 Egypt is considered a collectivistic country. The culture encour-
ages solid relationships in which everyone is responsible for the fellow members of
their group. Individuals in organizations respect relationships with each other and
place them first over the company's interests. On the other hand, a score of 67
makes Germany a truthful individualist country. Individuals are more self-
concentrated and do not like to get actively engaged or ask for help from others
and tend to be more independent.

Masculinity vs. Femininity

Egypt ranks 45 on this factor and is thus perceived to be a fairly feminine culture.
In feminine societies, “working in order to live” is the priority. Managers aspire to
create unity and people respect the equity, harmony, and efficiency of their jobs.
By negotiation and compromises, disputes are settled. Regarding Germany, peo-
ple are career-oriented and care about monetary profit. This allows people to ac-
complish their goals in an increasingly arduous working environment. This makes
Germany a masculine society with a score of 66.

Uncertainty Avoidance
In this aspect, Egypt scores 80 and thus has a strong preference for avoiding un-
certainty. Throughout these societies, there is an emotional need for guidelines
(even if these guidelines rarely applicable), time is capital, people have an intrinsic
need to be busy and to work hard, consistency and punctuality are the norms, cre-
ativity can be resisted. Germany, with a score of 65 is considered among the un-
certainty avoidant countries. In order to continue, a comprehensive outline must be
given. The rule of law also reflects this. To ensure that a few ideas or projects are
well thought out, specifics are equally critical.

Elazhary, Wahid Page 15

Management and Organizational Behaviour

Long-term vs. Short-term Orientation

The very low score of Egypt of 7 indicates the very normative culture of society.
People in these cultures are very serious with the creation of absolute truth; they
are traditional in their thoughts. They show tremendous regard for customs, a fairly
low tendency to plan for the future, and concentrate more on the fast outcome.
Germany's high score of 83 demonstrates that it is a pragmatic society. For cul-
tures with a realistic outlook, people assume that reality depends on the situation,
circumstance, and time. They demonstrate the ability to easily adapt traditions to
changing conditions, strong savings, and investment, as well as thriving and per-
severing results.

Elazhary, Wahid Page 16