GEB 1032Y MANAGEMENT AND ORGANISATIONAL BEHAVIOUR

PRE-REQUISITE COURSE

LECTURER: DR ROHANI BT SALLEH

PROGRAMME: MBA IN ENERGY MANAGEMENT

SEMESTER: MAY 2022

ASSIGNMENT 1

FULL NAME STUDENT ID

Puvaneswari A/P Danarajan 22002022
Question 1:
Work performance is influenced by the organisational environment, which is
described like a collection of elements which explain and distinguish the organization ’s
behavior across time (Satyendra, 2020). These characteristics have an impact on people's
operational behaviour, trends, and intentions. These characteristics effectively combine the
organization‘s work environment and characterize it as a distinguishing quality. The
company's organisational climate also sets it apart from its competitors. It also provides a
sense of security to the organisation. Any action made by a company, such as raising the price
or launching an advertising campaign, has an impact on the environment. The majority of
businesses can only have an impact on their industry (Janice Edwards, n.d.).
One of the example organisation that can be discussed here is the Top Glove. Top
glove is a well-known company that mainly manufactures gloves and it is known to be the
largest glove company, operating in various countries such as in Malaysia, German, Vietnam
and many more (Top Glove, n.d.) One of the general organisational environment impact that
influences the company’s business performance is the leadership. Leadership is essential for
a successful business. According to Hao and Rashad (2015), leadership is critical to the firm's
success and sustainability. Leaders must assess development since it has a significant impact
on organisational employees' development. Top Glove's leadership team understands how
significant transition necessitates reinventing business processes through employees. They
constantly set a good example for the employees. They also implemented strong management
practises and organizational cultures, such as a no-smoking policy and health reading
consumption initiatives, in order to realise the company's objective of becoming a world-class
partner in gloves and healthcare goods (Kee, et al., 2021). This necessitates that the leaders
set the bar for such workers to know.
Top Glove leaders put a priority on employees ’ health because they realize it should
be the organization's most significant resource. It is well known that an absentee can cause a
whole team to lose a hand in some duties if they do not have a healthy workforce. They even
provide opportunities that assist employees grow their talents. Notwithstanding its success,
the business is always continually learning. Future obstacles are viewed as opportunities by
the leaders. Those that have a lot of ambition and believe that nothing is attainable when it
comes to market development. They understand that clients want them to provide high-
quality items. To generate high-quality, low-cost products, CEOs must have a clear vision of
the business path (Kee, et al., 2021).
 They must form organisational cultures, construct a corporate vision, and discover
and use opportunities and resources in their environments as small businesses centred on
entrepreneurs. To summarise, leaders and employees must be self-disciplined, diligent,
harmonic, and wise in order to ensure that corporate performance is not overlooked in any
situation.

Question 2:
A new constant is needed for every organisations in this world; thus, change is
necessary and it is known as the new constant. Changes to management includes the
following formulating and implementation business plans, processes, protocols, and
technology to cope with changing environments and the firm culture. The major goal of
change management is to properly invent different policies, assets, and company strategies
while eliminating negative consequences (SHRM, n.d.). In general, change in any organisation
is a common and uncomfortable act for every employees. It is difficult to adapt with the
change, however, it is essential to many factors and it has its own benefits.
In an already environment, effectively managing change brings benefits that help
businesses stay ahead of the competition. When change requirements arise, for example, it
allows additional flexibility. Whenever change occurs, the ability of the organisation to adapt
aids its development as a process of protocols, decision-making competencies, dividends on
capital, as well as other aspects. A change in an organisation will also create opportunities for
best practise development, development of leadership, and team development to the
employees in which these practices can directly and indirectly affect the performances of their
business. For example, providing skill training for an employee by a new change introduce by
the Human Resource Department could effectively cause the trained employee to implement
the skills he have gained and teach the skills to other employees as well.
One of the practical factors that affect to the need for organisational change is the
technology. Organisations have been analysing the link among both its workforce (people)
and technologies for numerous years, and how it affects reputation, relationships, as well as
mental health. Then now, most of the firms exploring at how technology and artificial
intelligence will affect the future. Technology plays a significant role in this era as it evolve the
mankind and now, as the world change towards various modern change, the organisation as
well need to change by adapting towards technological factor. For example, during the
pandemic, most of the organisations introduced a new change to its management by
implementing ‘Work-from-home’ culture in which most of their face-to-face meetings has
turned into virtual meetings. These changes have caused the employees to adapt to it even
though at the beginning, most of the individuals found it to be uncomfortable.
Moreover, change in structural also plays an important cause for the need of change
in an organisation. Before 2019, individuals used to head to their offices at 8am or 9am and
ends their office hours around 6pm. Today, this is outdated ever since the COVID-19 stroked
the whole world. This had changed all. The majority of individuals has chosen to work-from-
home. A flexible environment, in which staff rotate in and out, is being proposed by plenty of
organizations (By, 2005). Employees value the flexibility provided by this hybrid arrangement.
Because as hybrid approach changes an organisational mission, involvement, and work
processes, big changes are also on the way (Karen Mccullough, n.d.).
To summarise, successful change(s) to management is critical for every businesses to
sustain and prosper in current highly competitive and rapidly changing environment (By,
2005). It is also crucial to comprehend the elements that lead to a shift in an organisation.

Question 3:
Change management can be ineffective when it comes to several aspects such as
technological and leadership factor. These two factors are the common causes of ineffective
change management process in an organisation like Kodak. Kodak is a photography company
which was founded by George Eastman in 1888 (Kodak, n.d.).
Despite the fact that Kodak invented as well as trademarked most of those
components of digital photography, the new medium has had a significant negative influence
on the company. During the years 1983 to 1993, Kodak had undergone seven different
restructurings. By 1997, digital photography had made its mark on the world, and the value
of digital cameras had surpassed the one of film cameras. “Via retirements and layoffs, Kodak
has cut its workforce by about 80% since 1993, totalling over 100,000 employees, a clear sign
of the firm's challenges”, written by Lucas Jr. and Goh (2009). Besides, Lucas Jr. and Goh (2009)
also mentioned that, “Kodak's net revenues peaked at $20 billion in 1992, then fell at under
$15 billion during the next five years, owing in part to asset sales.” This transition is especially
noticeable when compared to Fuji's net revenue, which have also been expanding from 2001.
Fuji and other competitors began to thrive with Kodak aggressively, getting a good deal film
for 20% less than Kodak's price. Digital photography's discovery and expansion were
undoubtedly a revolutionary technology for Kodak, with a significant impact on film sales. For
the corporation, it was a once-in-a-hundred-years transformation (Lucas Jr. & Goh, 2009).
 Not only in technology, but also in leadership, Eastman developed a firm that was
marked by innovation. Eastman Kodak was a true visionary who went against the grain of his
day and embodied the qualities of a compelling leader. By implementing a welfare programme
that incorporated employee profit sharing, he took particular sacrifices and regarded this
same needs of his workers. Prenatt and the team explained in their writing, “Eastman's
management philosophy had resulted in a profitable corporation, and in 1929, he rewarded
his staff by granting one-third of his Kodak stock to them, which was worth around $ 10 million
at the time”. According to Prenatt et al., (2015), “for years after its inception, Kodak's
leadership dismissed the threats faced by digital photography and neglected it”. Because of
this era of carelessness, tough competitors were able to enter the digital industry ahead of
Kodak. Fuji, Olympus, Nikon, Sony, and others had all launched digital camera models by 1995
(Edwards, 2011). Unfortunately, twenty years after developing the technology, Kodak was
compelled to penetrate the digital market. Kodak's poor leadership abilities significantly
harmed its future performance considering digital technology not only displaced cinema but
it also paved the way for even more sophisticated technologies.

REFERENCES
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