AboutLeo Lingham Expertise Questions include managing work situation, managing work relations,
managing your boss, personal problems, career planning, career
development, training, coaching, counseling etc
Experience 18 years working managerial experience covering business planning,
strategic planning, management services, personnel administration etc
plus
24 years of management consulting in business planning, strategic planning, human resources development, training, business coaching,
etc
Expert: Leo Lingham Date: 4/7/2008 Subject: Organisational behavior
Question 1.what are the implications of globalisation on organisational behavior
2.what are the implications of business ethics on organisational behavior
3.what are the implications of emerging employment relationship on organisational behavior
4.what are the implications of information technology on organisational behavior
5. what are the implications of the changing workforce on organisational behavior
Answer SITHOLE,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
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1.what are the implications of globalisation on organisational behavior
IMPACT ON THE DEPENDENT VARIABLES
-productivity
[EMPHASIS IS ON PRODUCTIVITY IMPROVEMENT]
-absenteeism
[REDUCTION IN ABSEBTEEISM THROUHG INCENTIVATION
AND MOTIVATION PROGRAMS.
-business turnover
[ THE FOCUS IS ON IMPROVEMENT ON PERFORMANCE/RESULTS]
-job satisfaction
[THE EMPHASIS IS ON THE MANAGEMENT TO CREATE
JOB SATISFACTION
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IMPACT ON THE INDEPENDENT VARIABLES
-indivdidual variables
[ EMPHASIS ON PERFORMANCE MANAGEMENT
PAY FOR PERFORMANCE
CAREER PLANNING AND DEVELOPMENT]
-group level variables
[ EMPHASIS ON TEAMWORK / TEAM DEVELOPMENT]
-organization system - level variables
[ MOVING TOWARDS > WORKLIFE BALANCE ]
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2.what are the implications of business ethics on organisational behavior
Ethics programs can range from compliance‑based to integrity‑based.
Complian based ethics programs
are designed by corporate counsel to prevent, detect, and punish legal violations.
Compliance‑based programs increase surveillance and controls on people and impose punishments on
wrongdoers. Program elements include establishing and communicating legal standards and procedures,
assigning high‑level managers to oversee co pliance, auditing and monitoring compliance, reporting
criminal misconduct, punis wrongdoers, and taking steps to prevent offenses in the future.
Such programs should reduce illegal behavior and help the company stay out of trouble .But they do not
create a moral commitment to ethical conduct; they merely ensure mediocrity.
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Integrity‑based ethics programs go beyond the mere avoidance of illegality; they are concerned with
the law but also with instilling in people a personal responsibility for all behavior. With such a
program, companies and people govern themselves through of guiding principles that they embrace.
For example, the Americans with Disabilities Act (ADA) attempts to protect the persons with
both visible and invisible (for example, psychiatric) disabilities. requires companies to change the
physical work environment so it will allow people with
disabilities to function on the job. Mere compliance would involve making the
changes to avoid legal problems. Integrity‑based programs would go farther, by training people to
understand and perhaps change attitudes toward people with disabilities, and sending clear signals
that people with disabilities also have valued abilities. Helping people feel important to the company
goes far beyond taking action to stay out of trouble with the law.
Integrity‑based programs view ethics as a driving force in the enterprise. The company's ethics help
define what it is and what it cares about. Programs based on integrity have the elements of compliance
based programs, but also an articulated set of values developed not by counsel but by managers
throughout the organization. The elements of an integrity strategy include
I . The guiding values are shared and clearly understood by everyone.
2.Company leaders are personally committed to the values and willing to take action on them.
3.The values are considered in decision making and reflected in all important activities.
4.Information systems, reporting relationships, and performance appraisals support and
reinforce the values. At some companies, like Levi Strauss, people's raises depend in part on the
ethics of their decisions.
5.People at all levels have the skills and knowledge to make ethically sound decisions on a daily
basis.
The companies believe that their programs contribute to
competitiveness, higher morale, and sustainable relationships with key stakeholders."
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3.what are the implications of emerging employment relationship on organisational behavior
What is Employee Relations?
Employee Relations: Covers communications, employee participation in management decisions, conflict and grievance resolution, trade unions and collective bargaining.
Employee Relations involves the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale. Essentially, Employee Relations is concerned with preventing and resolving problems involving individuals which arise out of or affect work situations.
A NUMBER OF FACTORS INFLUENCE / AFFECT THE EMPLOYEE RELATIONSHIP.
Absence management
An effective absence management strategy comprises many elements. Companies must have clear lines of responsibility, access to good quality attendance data and effective procedures for dealing with short-term and long-term absence. There is no single solution to reducing absence rates, but all effective approaches follow the basic principle of treating all employees fairly and consistently. Employers should not forget that they are, ultimately, dealing with people – the vast majority of whom will be genuinely ill. However, there may also be a handful of individuals who may think nothing of ‘throwing a sickie’. Any approach therefore needs to strike a balance between being sympathetic, yet firm.
Disciplinary procedures
The introduction of the new statutory right to be accompanied at disciplinary hearings and a revised Code of Practice have required most employers to review their disciplinary procedures. While ensuring full compliance with the new law, a number of organisations have also taken the opportunity to have a more in-depth look at their disciplinary arrangements.
Employee attitude surveys
Companies are increasingly using staff surveys to measure employee engagement in an effort to improve business performance. Employee 'satisfaction' is now perceived by many companies as only a first step - a happy employee is not necessarily a productive one - whereas engagement and commitment, it is argued, can be shown to have a positive impact on the bottom line.
COMPANY Works Councils
Companies are becoming increasingly comfortable sharing confidential information with employee representatives. Many are improving the quality of dialogue by devising targeted training programmes and equipping representatives with the skills to carry out their role and participate in meetings more effectively.
Grievance procedures
The key stages of a formal grievance procedure:
setting out the grievance in writing
holding a formal meeting
hearing appeals.
HR intranets
HR intranets are playing an important part in shifting the HR focus away from administrative tasks and towards more strategic objectives. At their best, they act as a portal to an authoritative source of HR policy and guidance and to a suite of online self-service applications.
Information & consultation arrangements
Many companies already have established employee forums that serve as a channel for a two-way exchange of views and ideas that benefit the business. There is no single model for doing this and they come under a variety of names including: employee forum, company council and joint consultative committee.
Internal communications
While technology has opened up new possibilities for communicating to staff, in practice the best results are often achieved through a mix of traditional and contemporary media. Moreover, if internal communications are to be fully effective, management has to have a genuine commitment to creating a dialogue with staff that involves as well as informs them.
CHANNEL includes newsletters, e-mail, business TV, videoconferencing, team briefings and roadshow events. It also highlights the role of communications in change management, showing how special communications exercises are undertaken to raise staff awareness, reinforce messages and provide opportunities for senior managers to listen and respond to employee feedback.
Long-term pay deals
In an extended period of low and stable inflation, long-term agreements have proved attractive to employers and trade unions alike. However, with inflation forecast to rise over the coming months, long-term deals may lose some of their sheen.
The reasons why employers and unions sign long-term deals. For the employer, these can include: more predictable labour costs, savings in management time, improved industrial relations with the removal of the disruption of annual pay talks, and a stable framework to make structural changes.
Balancing Work and Personal Life
Everyone is busy today. Managing the responsibilities of work and your personal life is becoming more and more complex.
-helps how to bring harmony into your life with practical methods of making appropriate decisions on the roles you play, prioritizing, time management and organization.
-helps how to do things right and also do the right thing.
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· Communicating with Your Staff
If managing means getting things done through other people, then communicating is the vehicle to reach that goal.
-helps to gain understanding and practice communication skills critical to building trust, increasing productivity and teamwork. -helps with the Understanding styles of communication, using questioning techniques and giving feedback
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· Conflict Management
Conflict is unavoidable, but not all conflicts need to end in arguments. The problem isn’t the conflict itself, but the way it is managed.
- help you develop the skills to identify, analyze and manage conflict.
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· Customer Service
Without customers, there is no business. Competition is tough today. Customers are more demanding than ever before. Daily interaction with customers means you always need to put your best foot forward while still taking care of yourself.
-helps to learn and practice customer service behavior that results in retaining current customers and acquiring new ones, methods to manage a difficult customer, techniques to reduce stress and keep a winning attitude.
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· Dealing with Difficult People
We all encounter difficult individuals on a daily basis. These are not necessarily bad people, but people whose behavior impacts on productivity, morale and communication. To maintain our own constructive behavior, we need to effectively manage difficult encounters at work and in our personal lives.
-helps to learn and practice coping methods of communication with common types of difficult people, learn how to turn confrontation into constructive problem solving, and understand what really triggers difficult people to behave negatively.
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· Delegation and Feedback
Delegation and feedback are hallmarks of good management.
-helps to learn why delegation is critical to meeting your own goals, how to identify and overcome barriers to delegation, to whom and how to delegate tasks.
-helps to learn and practice giving effective and appropriate positive and negative feedback.
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· Getting Organized at Work
If you find yourself constantly looking for things, unable to prioritize tasks, overwhelmed with too much paper and too little time.
-helps to learn and practice practical and simple techniques to help you become more productive and confident.
-helps to ''how to end paper build-up, arrange your workspace for optimum efficiency, and get rid of clutter.
-helps to learn to distinguish “must-do” tasks from “can-wait” tasks, avoid being “victimized” by your e-mail, and use your peak energy times to get more done in less time.
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· Managing Change
The only constant today is change. We live in a rapidly changing environment. Whether you are a change agent or have to deal with compulsory changes, managing and coping with change is crucial to success.
-helps to learn to identify resistance factors, create ways to overcome them, and strategies to implement changes with minimum disruption and maximum results.
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· Meeting Management
Do you find that you are attending or leading unproductive meetings?
-helps to learn tools and tactics to make your meetings productive and engaging.
- helps you polish your skills of planning for and managing meetings as well as understanding your role as a participant.
-helps to learn how to keep control throughout the meeting while creating a receptive, engaging, and energetic atmosphere.
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· Performance Appraisals
Employees need feedback in order to know if their performance is acceptable or needs to improve or change. It is your responsibility as a manager to communicate with your employees in a way that allows them to contribute to the discussion, to recognize their contributions, identify their areas of strength, where they need to improve and set realistic goals.
-helps to develop skills and tools to help you conduct a performance review that will increase employee motivation, learning, productivity and collaboration.
-helps with practice giving feedback and conducting performance review discussions.
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· Positive Communication
Good business depends on developing solid relationships. To build rapport, you must be sensitive to other people, present yourself in the least controversial way and in essence, be likeable.
-helps with the tools for becoming more likeable, help you understand the impact of the message you are sending through emails, voice mails, telephone and face-to-face interactions.
-helps to learn the importance of netiquette skills and social skills including making appropriate introductions, writing thank you notes, and presenting a professional image.
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. Setting Goals
It has been proven that people who set goals for themselves are more successful.
-helps to learn how to set realistic goals and make specific plans to meet them.
-helps to practice making goals, creating intermittent targets with deadlines, setting up accountability methods and learning strategies to stay on course or adapt when necessary.
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· Stress and Management
Everyone is stressed today. Some stress is good but too much of it can impact negatively on productivity, morale and health.
-helps to learn and practice exercises to reduce stress.
-helps to practice deep breathing techniques, psychological tactics to overcome negative self-talk and remain centered, and you will develop an action plan so that you can stay healthy, positive and balanced.
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· Team Building
Today teamwork is crucial in an organization, yet it takes understanding to build a team.
-helps to learn what makes effective teams, how to keep open lines of communication, create common ground, overcome barriers and build that team spirit that breathes life and creativity into a group.
-helps to analyze your own team and work on problem-solving techniques to enhance your team’s effectiveness.
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· Time Management
Everyone complains that there’s never enough time to get everything done. To become more effective and efficient at work, you’ll need to manage your time. Since there is only a limited amount of time, it’s important to know what to do and what not to do.
-helps to learn and practice tips and techniques to understand how you use time, make choices and set priorities, plan and schedule to maximize the time you have and control time robbers.
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4.what are the implications of information technology on organisational behavior
IT can enable the INFORMATION system and the
THE CAPABILITIES OF INFORMATION SYSTEMS which SHOULD INCLUDE
in terms of
-ability to collect qualtitative informations
-ability to collect quantitative informations
-ability to handle wide range of functionalities
-ability to store
-ability to track
-ability to monitor
-ability to track variances
-ability to provide trends
etc etc.
INFORMATION SYSTEMS IS
an integrated set of components for collecting, storing, processing, and communicating information. Business firms, other organizations, and individuals in contemporary society rely on information systems to manage their operations, compete in the marketplace, supply services, and augment personal lives. For instance, modern corporations rely on computerized…
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INFORMATION SYSTEM IS A RESOURCE.
RESOURCES are the input for the development of business / ORGANIZATION
and hence the sales / profit.
-materials are the input resources, from which products are
made / sold and profit made.
-finance is the input resources, which helps to engineer
the business.
-human resources are the input, helping to run the business.
IN THE SAME MANNER, THE INFORMATION IS A RESOURCE.
INFORMATION AS A RESOURCE AFFECTS THE EMPLOYERS/
EMPLOYEES.
FOR THE EMPLOYERS,
WHEN THE INFORMATION IS HARNESSED , IT BECOMES
KNOWLEDGE RESOURCE, WHICH
-creates product/service
-creates business process
-helps planning the business
-helps organizing the business
-helps directing the business
-helps controlling the business
-helps marketing
-helps sales
-helps distribution
-helps satisfy the customer needs/wants
WHICH ALL HELPS TO CREATE REVENUE / PROFIT.
WHICH IS WHY ''INFORMATION" IS SUCH A VALUABLE RESOURCE.
The information system is used for various purposes,like
-strategic planning
-delivering increased productivity
-reducing service cycles
-reducing product development cycles
-reducing marketing life cycles
-increasing the understanding of customers' needs
-facilitating business and process re-engineering.
IS is also be used across the organization as an information
utility to
-support policy making
-meet regulatory and legislative requirements
-support research and development
-support consistent and rapid decision making
-enable effective and efficient utilization of resources
-provide evidence of business transactions
-identify and manage risks
-evaluate and document quality, performance and achievements.
MAKING INFORMATION AVAILABLE
The availability of information is fundamental to the decision making
process. Decisions are made within the organization at
-STRATEGIC
-OPERATIONAL
-PROGRAMMES
-ACTIVITY LEVEL.
The information needs and decision making activities of the
various levels of management
SENIOR MANAGEMENT use IS for
Strategic business direction
-information for strategically positioning the organization
-competitive analysis and performance evaluation,
-strategic planning and policy,
-external factors that influence the direction
etc
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MID LEVEL MANAGEMENT use IS for
Organizational and operational functions
-information for coordination of work units
-information for delivery programmes
-evaluation of resources usage
-budget control
-problem solving
-operational planning
etc
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MID LEVEL MANAGEMENT use IS for
Programme management within units
-information for implementing programmes
-information for managing programmes
-management of resources usage
-project scheduling
-problem solving
-operational planning
etc
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LINE MANAGEMENT use IS for
Activity management
-information for routine decision making
-information for problem solving
-information for service delivery
etc.
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WAYS IN WHICH MODERN TECHNOLOGY HAS IMPROVED OR SPEEDED UP COMMUNICATION BETWEEN AN ORGANIZATION AND ITS STAFF / CUSTOMERS.
1. THE EMAIL SYSTEM HAS SPEEDED UP THE LETTER CONTENT/DELIVERY.
2.THE CRM SOFTWARE HAS IMPROVED/ SPEEDED UP THE CUSTOMER
COMMUNICATION -QUERY RESPONSE / ORDER PROCESSING/CUSTOMER SERVICING/
HANDLING CUSTOMER COMPLAINTS ETC
3. ORGANIZATION WEBSITES PROVIDES ALL INFORMATIONS ABOUT
THE COMPANY -PRODUCTS/AVAILABILITY/DISTRIBUTION POINTS/
COMPANY LOCATIONS ETC
4.VIDEO CONFERENCING HELPS TO CONDUCT FACE TO FACE
MEETING WITH THE CUSTOMERS ON THE WEB.
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5. what are the implications of the changing workforce on organisational behavior
*EMPLOYMENT SECURITY
-is a sign of longstanding commitment by the company.
*SELECTIVITY IN RECRUITMENT
-right people in the right way to meet competitive success.
*HIGH WAGES
-right package for outstanding talents.
*INCENTIVE BASED PAYMENT
-profit sharing/ productivity based payments.
*EMPLOYEE INFORMATION SHARING
-well informed employees for successful results/ competitive advantage.
*PARTICIPATION AND EMPOWERMENT
-increase employee participation to improve employee satisfaction.
-empower to broaden participation/ control their work/workload.
*MULTISKILLING: CROSS -TRAINING AND CROSS UTILIZATION.
-for effective teamwork.
*PROMOTION FROM WITHIN
-to retain talent.
*MEASUREMENT OF PRACTICES
-more use of metrics.
*WORKLIFE BALANCING
-programs to manage work/life better.
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