this is what I had Sry guy, can\'t find a subject for this - so I put under soci
ID: 419344 • Letter: T
Question
this is what I had
Sry guy, can't find a subject for this - so I put under social sciences
It is under Human Behaviour in Organisation
Pls do not handwrite the answer, this is for easy reading
Question:
You have just joined a new organization named TechGo, A start-up that creates new gaming apps. There is a huge sign with letters "T.G." below the image of a running man on the front door of the firm. In your first week at TechGo, you attended orientation with other new colleagues to learn more about the firm's processes. The company hopes to use this 2-day orientation to socialise newcomers. At the orientation, you learn that the firm values innovation and creativity and support its empolyees by providing bebefits such as 20 days paid vacation leave and comprehensive medical coverage. You also learn that the top employee of the month(voted by other colleagues) receives lunch voucher $20.
1a) Explain what is meant by organizational culture and discuss the 3 layer of organizational culture. Give as many possible examples of these layers in TechGo.
1b)Describe the 3 phases in Feldman's model of organizational socialization. Evaluate TechGo's orientation program by naming 2 possible benefits and one weakness.
question 2) John leads a team of 10 sales representatives. He informs the team members that the first member to achieve the year's target will be sent on an all-expenses-paid holiday to the Grand Canyon National Park in the USA. A number of sales representatives feel a great deal of stress, as they are finding it hard to reach the year's target,
2a) Identify and describe French and Raven's 5 bases of power. Illustrate each with a possible example.
2b) What type of power is John demonstrating? Explain with support to your saying
2c) As John's supervisor, what other types of power would you advise John to demonstrate to motivate the team? Justify your answer.
Explanation / Answer
1a) Orgaizational Culture:
Organizational culture is defined as the underlying beliefs, assumptions, values and ways of interacting that contribute to the unique social and psychological environment of an organization. It includes an organization's expectations, experiences, philosophy, as well as the values that guide member behaviour and is expressed in member self-image, inner workings, interactions with the outside world and future expectations. Organizational culture is a set of shared assumptions that guide what happens in the organization by defining appropriate behaviour for various situations. It affects the way people and groups interact with each other, with clients and with stakeholders.
The three layers of organizational culture are discussed below.
1. Artifacts: It includes any tangible, evident or verbally identifiable elements in an organization. These include the architecture, beautification of workplace, careful design, layout, fitting and maintenance, built-in space for movement, functionality, attractive visuals, elegance, furniture etc. It also includes dress codes; explicit dress codes speak a lot about workplace culture. They are varied according to workplaces. Wearing i-cards, and clean dresses, well groomed employees speak a lot about organizations. In Techgo, on the front door of the firm, there is a huge sign with letters "T.G." below the image of a running man. It is a type of artifact and it shows that the firm is progressive.
2. Espoused Values: They are organization's stated values and rules of behaviour. It is how the members represent the organization both in terms of their behaviour and the shared values. Their interpersonal behaviours and their behaviour with outsiders speak volumes. This is expressed in mission, vision, philosophies and values of the organization. They need to be displayed in framed posters in strategic locations in the organizations. They are official philosophies and statements of identity for public. A company's mission statement is essentially its statement of purpose. It serves as a guide for all of the copany's decision-making. Shareholders, leaders and employees are generally the target of the mission. It projects the future of what the organization hopes to become. Likewise, vision statements help to describe the organization's purpose which also include the organizational values. Vision statements give direction for employee behaviour and helps provide inspiration. Trouble may arise if espoused values by leaders are not in line with the deeper implied assumptions of the culture. In TechgoIn your first week at TechGo, new employees are made to attend 2-day orientation course with other new colleagues to learn more about the firm's processes and to socialise newcomers. The newcomers learn that the firm values innovation and creativity and thus their minds are implied with the mission and vision of the firm in the training itself, which helps them to perform better in future.
3. Assumptions: These are shared basic assumptions. These are deeply embedded, taken-for-granted behaviour which are usually unconscious, but contitute the deep essence of culture. These assumptions are well integrated in the work culture, that they easily recongnized in actions of the employees and management. The inner values of individual employees can make or break an organization. Being honest to work, being a well-wisher of the organization, putting in the extra bit matter a lot. Sometimes, when employees need to put in late hours and they refuse, ar when the female employees are dominated by male employees, or when the female employees are harassed by their bosses, it portrays the culture. The organizations follow certain practices, which are not discussed often but understood on their own. Such a behaviour form the third layer of organization culture. In TechGo, the firm support its empolyees by providing bebefits such as 20 days paid vacation leave and comprehensive medical coverage. Further, the top employee of the month(voted by other colleagues) receives lunch voucher $20. This motivates the employees to be efficientin their work and dedicated towards their firm.
1b) The three phases in Feldman's Model of Organizational SOcialization are discussed below:
In TechGo, the newcomers are given two day orientation training to get accustomed with the working environment of the firm. The two possible benefits are: 1. The newcomer comes to know about the firm's mission and vision before starting to work in the firm. 2. He comes to know about the perks and facilities provided by the firm which enables him to work efficiently and enthusiastically. The possible weakness of the training is that the employee may come to know the culture of the firm from other employees before starting to work in the firm which may be a good as well as bad experience, which may affect the mind of the newcomer.
2a) The French and Raven's 5 bases of power are described below:
2b) Here John is demonstrating Reward Power as he will be rewarding the member of his team on achieving the year's target and will send him to an all-expenses-paid holiday to Grand Canyon National Park in USA. Here the employee will receive addtional benefits from his superior for completing desired work in time.
2c) Apart from Reward Power, I would have advised John to demonstrate Legitimate and Expert Powers as well as it would have enabled him to lead his team from front and guide his fellow subordiniates in completing their work before time.
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