WARISAN AKADEMI PENDIDIKAN
Assignment Cover Sheet
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PROGRAMME : PROFESSIONAL DIPLOMA IN INDUSTRIAL
OPERATION MANAGEMENT
STUDENT INTAKE : SESSION APRIL 2022
MODULE : ORGANIZATIONAL BEHAVIOUR
DUE DATE :
DATE CLASSED : 23/07/2022 – 24/07/2022
DATE SUBMITTED : 01/08/2022
FACILITATORS NAME : LINGESVARAN SITHAMBARAM
STUDENT NAME : NUR FIRDAUS BINTI ABDUL RAZAK
STUDENT NUMBER : WDPK22208
IC/NO : 970130-06-5222
CENTRE : SEREMBAN
Option 1:
a) List and explain the four Basic Functions of Managers:
[Link]
A process that includes defining goals, establishing strategy, and developing
plans to coordinate activities.
[Link]
Determining what tasks are to be done, who is to do them, how the tasks are to
be grouped, who reports to whom, and where decisions are to be made.
[Link]
A function that includes motivating employees, directing others, selecting the
effective communication channels, and resolving conflicts.
[Link]
Monitoring activities to ensure they are being accomplished as planned and
correcting any significant deviations.
b) List and explain the 3 levels of managers in an organization:
[Link] management.
They are made up of the company's highest-ranking executives. A group of
managers from various functional levels, including those in charge of marketing,
finance, the board chairman, the president, and vice presidents, make up top
management.
According to the overarching goals of the organisation, they integrate various
components and manage the actions of various [Link] the organization's
survival and well-being, they are [Link] examine how the business
climate affects the firm's [Link] develop organisational wide objectives
and plans to attain [Link] are in charge of the entire business's operations
and its social impact.
[Link] management.
It serves as a conduit between senior and less senior managers. They are
superior to first line managers and beneath high managers. Typically, they are
referred to as division chiefs.
-They are in charge of carrying out and overseeing the upper management's
plans and strategies.
-They are in charge of all first line management activities.
-They implement the strategies developed by the top managers
3. Supervisory or operational management
The lower level of the organization's structure is made up of foremen and
[Link] work of the employees is directly supervised by [Link]
communicate with the actual workforce and convey middle management
directives to [Link] to the top management's plans, supervisors' power
and responsibilities are [Link] effort, discipline, and loyalty of the
workers determine the calibre of the work and the volume of output.
Option 2 :
a) What are the importance of motivation in an organization?
Any organisation, whether it is for profit or nonprofit, can benefit greatly from
motivation. The motivational process, which cultivates in an employee's mind the
desire to work in the direction selected by the manager, is what propels the
managerial process of direction. This category could include the following
elements:
1. Increases Productivity
The process of motivation results in an improvement in an employee's
productivity. When an employee's requirements are met, motivation develops,
giving him the drive to perform to the best of his skills. A happy employee will be
more willing to work hard for the benefit of the company than a dejected
colleague.
2. Ensures Organisational Efficiency
In order to change the attitudes of the personnel within the company, motivation
is crucial. The most effective way to put out an indifferent attitude is with
motivation. Such a positive outlook makes it possible for the organisation to
prosper and be successful.
3. Ensures Loyal Workforce
Employees who are highly driven are loyal employees. Employees who are
motivated are highly committed to the organisation and its aims and objectives.
By decreasing employee turnover, motivation also lessens the requirement for
ongoing employee onboarding.
4. Ensures a Reactive Workforce
Any successful firm must be able to adjust to shifting business situations. A
company needs a high level of employee loyalty and dedication to be able to
adapt to changes and continue operating smoothly. As a result, the organisation
encounters less resistance to its intended adjustments. This in effect makes the
organisation effective in reacting to changing needs.
b) Explain what are the motivation techniques used?
Basic wants are at the base of the pyramid while higher-level, intangible needs
are located at the top according to maslow's theory of human motivation. When a
person's basic needs are sufficiently met, they can then move on to addressing
the higher-level demands:
1. Physiological needs: On Maslow's hierarchy of requirements, physiological
demands are the first of the id-driven lower wants. Food and drink, enough rest,
clothing and shelter, general health, and reproduction are among the most
fundamental demands for human survival. According to Maslow, before people
can reach the next stage of fulfilment, their most basic physiological
requirements must be met.
2. Safety needs: Safety comes next among the lower-level requirements. In
addition to being safe from harm and theft, one must also be emotionally stable
and in good health, as well as have access to adequate financial resources.
3. Social: The final of the so-called lower wants, or social needs, are those that
relate to interpersonal relationships and are found at level three of Maslow's
hierarchy. These needs include ties to friends and family, both biological
(parents, siblings, and kids) and adopted families (spouses and partners). To
achieve a higher sense of kinship, physical and emotional intimacy from intimate
sexual connections to emotional bonds is crucial. Being a part of social
groupings also helps to fulfil this desire, whether it is joining a team of
employees or developing a sense of self in a union, club, or group of hobbyists.
4. Esteem needs: Higher needs are ego-driven demands, starting with esteem.
Self-respect (the conviction that you are valuable and deserving of dignity) and
self-esteem are the foundational components of respect (confidence in your
potential for personal growth and accomplishments). Maslow makes it clear that
there are two different kinds of self-esteem: esteem that is based on the respect
and approval of others and esteem that is based on your own evaluation of
yourself. This second kind of self-esteem leads to self-assurance and
independence.
5. Self-actualization needs: The term "self-actualization" refers to reaching your
maximum potential as a human. Self-actualization needs, also known as self-
fulfillment wants, are at the top of Maslow's hierarchy of needs. Education, skill
development the honing of talents in disciplines like music, athletics, design,
cuisine, and gardening caring for others, and more general objectives like
acquiring new skills, seeing the world, and gaining accolades are all necessary
for self-actualization.
Option 3 :
a) Explain the following terms :
Organization Chart: a diagram that depicts the links between the positions or jobs
inside an organisation.
Organizational Structure: The way that work moves through an organisation is
determined by its organisational structure. It enables teams to manage tasks
within the confines of their respective responsibilities.
Chain of Command: a system for passing instructions from one person to
another in a military or civil organization.
Authority: the department of local government or the group of persons with
official legal authority to make decisions or enforce the law in a specific area.
such as the police:Departmentalization: Departmentalization means grouping
activities and people into departments, making it possible to expand
organizations, at least in theory, to an indefinite degree.
Option 4 :
a) What is leadership?
Leadership and Management the ability to influence a group toward the
achievement of [Link] of authority inherent in designated formal rank to
obtain compliance from organizational [Link] are many different visions
that the word "leadership" might conjure up.
For instance:
a political figure fighting for a cause they are deeply committed [Link] a trail
through the jungle for his company to follow is an explorer.A manager
formulating her organization's strategy to outperform the [Link]
support others and themselves in acting morally. They establish direction,
develop a compelling vision, and invent something fresh. It is dynamic, thrilling,
and motivating to be a leader since it involves figuring out where you need to go
in order to "win" as a group or an organisation.
However, while setting the course, leaders must also employ management
techniques to lead their teams in a seamless and effective manner.
We'll concentrate on the leadership process in this post. We'll talk in particular
about the "transformational leadership" approach, which was initially put forth by
James MacGregor Burns and then developed by Bernard Bass. This model places
more emphasis on bringing about change and having a vision than it does on
using management techniques to keep up with or gradually raise performance.
b) Explain the difference between leaders and managers
Overall, the main distinction is that a manager will concentrate on organising,
coordinating, and planning resources to manage tasks and produce results.
People will be motivated to attain their goals and objectives while contributing to
the larger aim if a leader inspires, motivates, and influences those around them.
c) Explain any five competencies required of a leader.
Depending on the level of leadership, this entails supervising the process of
managing the daily management, employee development, and motivation of staff
members. Clarity, context, consistency, courage, and commitment are the five c's
of people management that good leaders instil in their teams.
Option 5 :
a) Define organizational behaviour (OB) and why is it important to be studied?
Provide some examples in your own words.
Organizational behaviour is the study of how people behave in groups and as
individuals within organisations, and how to manage such behaviour through
systemic means.
b) How organizational behaviour (OB) would help in your work?
1. Improving Quality and Productivity
– Quality management (QM)
– Process reengineering
2 Responding to the Labor Shortage
– Changing work force demographics
– Fewer skilled laborers
– Early retirements and older workers
3 Improving Customer Service
– Increased expectation of service quality
– Customer-responsive cultures
Organizational behaviour, at its heart, examines how social and environmental
factors influence how individuals or groups of people function. The effectiveness
of an organisation depends heavily on how its members interact, communicate,
and work together. You may use organisational behaviour to increase the
effectiveness and efficiency of your staff by analysing and comprehending these
factors. In addition, it can assist you in achieving the next organisational and
workplace culture objectives.
