• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Organizational Behaviour Assignment - Management.

Extracts from this document...


University of East London - BABA Yr. 1 Organizational Behaviour Assignment BU 103 Assignment 1 Student ID no. : B0201256 Due Date: 20 October 2003 Lecturer: Ms Vanitha Ponnusamy A manager is a person who supervises one or more subordinates (Bailey et al., 1991, p. 14) by using the management functions of planning, organizing, leading and controlling. Managers can make a group of individuals more efficient to achieve (Reid) an organization's goals. In addition to the functions, managers have roles to play in an organization and skills which make easier for them to do so. The management functions of planning, organizing, leading and controlling is a way for managers to mold individuals into ideal employees. With planning, managers can define the goals of the organization, and then establish an approach to achieve it (Gibson et al., 1997, p. 16) by developing a plan. Inputs from subordinates concerning about the plan are very much encouraged; as they're the ones that make a plan work and by asking for their thoughts, subordinates would feel valued. After a plan is designed, organizing it will be the next step. Everything should be on stand by and everyone should understand the significance of their role (Gibson et al., 1997, p. 16). Next comes leading, where managers are seen motivating the employees and resolving conflicts. When the plan is being implemented, managers can control activities to ensure everything goes accordingly. A back-up plan should be developed in case of a crisis (Reid). ...read more.


At Nokia, employees are rewarded for the overall success based on their performance so it generates an environment for employees to optimize to their full potential; which managers can provide by giving employees all the information they need to succeed (http://www.nokia.com/nokia/0,8764,5452,00.html, 2003). Motivation is the best means for managers. In the Lesson of the Red Horse, it stated that employees tend to work more competent when employees are able to think on their own (Reid). Managers should treat employees as individuals and show that their contribution to the organization count. Meetings across departments; as a whole should be held regularly to help employees recognize the organization's objectives better. In those meetings, 'brainstorming' (Robbins, S. P. et al., 1998, p. 741) can be done so new ideas from employees can be considered. Susan M. Heathfield wrote that: "...I attended a meeting led by a young manager. I watched ... as she provided [information] and led a discussion. The most striking feature of the interaction was that she talked to the group as if they were all colleagues working on the same goal." (Heathfield, 2003) This exhibits that a manager isn't more or less important than other individuals in the organization. Organization's goals can be achieved when its managers' people skill enhances. Employees should have a sense of importance and thrill, exhibit openness, insight and originality, and flourish on change, challenge and competition. A manager can make an employee have that sense by making them know that mistakes are tolerable as long as it's being dealt with as soon as possible. ...read more.


Biernat, J. E., Rob Zwettler. United States of America. p. 16. - - -. 'Chapter 3: Globalization'. p. 54. - - -. 'Chapter 3: Globalization'. pp. 56-58. - - -. 'Chapter 13: Organization Structure'. pp. 349-50. Hammonds, K. H. 1997, 'Balancing work and Family: Business Week', [online], Available from:<http://www.businessweek.com/1996/38/b34931.htm>, [2003, October 15]. Heathfield, S. M.,2003. 'Help People Thrive at Work'. [online]. Available from:<http://humanresources.about.com/library/weekly/nosearch/naa103100a.htm?once=true&organization=behaviour>, [2003, October 9]. - - -. 'Make Learning Matter: Become A Learning Organization'. [online]. Available from: <http://humanresources.about.com/library/weekly/aa111800c.htm?terms=organizational+behaviour>, [2003, October 1]. 'Levi Strauss Co. | Social Responsibility', 2003. [online], Available from: <http://www.levistrauss.com/responsibility>, [2003, October 4]. 'Nokia - Internal Communications. [online], 2003, Available from: <http://www.nokia.com/nokia/0,8764,321,00.html>, [2003, October 4]. 'Nokia - Nokia as an Employer'. [online], 2003, Available from: <http://www.nokia.com/nokia/0,8764,5450,00.html>, [2003, October 7] 'Nokia - Performance Based Rewarding'. [online], 2003, Available from: <http://www.nokia.com/nokia/0,8764,5452,00.html>, [2003, October 10]. 'PricewaterhouseCoopers:US:Careers:Diversity', [online], 2001. Available from: <http://www.pwcglobal.com/us/eng/careers/diversity/index.html>, [2003, October 10]. Reid, J., 2003. 'Lesson of the Red Horse'. [online]. Available from: <http://management.about.com/library/weekly/aa051900.htm> [2003, September 18]. - - -.2003. Management 101. [online]. Available from: <http://management.about.com/library/weekly/aa042800.htm?PM=ss11_management> [2003, September 18]. Robbins, S. P. & Coulter M. 2001. 'Chapter One: Introduction to Management and Organizations. In: 'Management'. Prentice-Hall International Inc. p. 9. - - -. p. 11. - - -. 'Chapter Two: Management Yesterday and Today'. p. 41. - - -. p. 46. - - -. 'Chapter Five: Social Responsibility and Managerial Ethics. Pp. 130-31. - - -. 'Chapter Thirteen: Managing Change and Innovation'. pp. 345-47. - - -. p. 351. Robbins, S. P., Millett, R., Cacioppe, R., Marsh-Waters, T., 1998. 'What is Organisational Behaviour?'. In: 'Organisational Behaviour: Leading and Managing in Australia and New Zealand'. French's Forest NSW: Prentice Hall. p. 10. - - -. pp. 13-18. - - -. 'Glossary'. p. 741. 2 ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Marked by a teacher

    McDonald's. What are the Management functions at McDonald's?

    5 star(s)

    This would mean that they would concentrate on what the customer wants and needs, providing a better service all-round. The state of the economy would generally affect the amount of income an organisation like Selfridges or Boots would generate in a certain period.

  2. Marked by a teacher

    Sainsbury's organizational structure.

    5 star(s)

    that could be used but there are three basic categories of management styles. These are: * Autocratic Management * Democratic Management * Consultative Management Autocratic management This is often referred as an authoritarian management style. The autocratic management style is one where the manager is used to give instructions.

  1. Customer service assignment.

    fellow members of staff or any other person can retrieve any information off them, such as bookings. All information should be used for the reason it has been collected. The information that is received on booking forms are things such as; * Name of the party * Total amount of

  2. John Smithers at Sigtek - Organizational Behavior

    Although it might be unrealistic to expect Smithers to be able to change the entire compensation system immediately, it would certainly be realistic for Smithers to recommend to corporate that they allocate funds for a monthly quality improvement bonus pool, rewarding managers publicly for demonstrated improvements in quality as measured by number of defects, etc.

  1. Produce a case study comparing two business organisations, investigating the extent to which each ...

    And both Section and Team Manager roles offer the possibility of acting as Duty Manager - effectively, running the whole store. Till Staff This is sometimes the last contact the customer has with the store, and therefore should be a pleasant experience.


    Theory X would lead to productivity falling. Performance Management Performance Management is a means of getting better results from the company, individuals and teams by understanding and managing performance within an agreed framework of planned goals, standards and competence requirements.

  1. Managing Human Resources in Marks &amp;amp; Spencer.

    Norms are developed by team members, and typically include statements about how they will manage their time, conduct meetings, protect and encourage ideas, listen, confirm understanding, manage conflict, make decisions and arrive at a consensus. Most successful teams establish norms in order to create and protect an atmosphere of open communication and trust.

  2. Performance management - Tesco's needs to mange the performance of its employees effectively if ...

    This recognition is not always obtained through mature or adaptive behaviour. It is sometimes garnered by disruptive and irresponsible actions. Therefore is this was to occur, Tesco's are obliged to carryout a form of disciplinary action against the employee to ensure that the employee doesn't cause any further damage to the working environment.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work