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Cardiff Metropolitan University

UNIVERSAL BUSINESS SCHOOL

Karjat, Mumbai

PEOPLE & ORGANIZATION

ASSIGNMENT- 2

Module: People & Organizations (MBA7000)

Module Leader: Dr. Ginlianlal Buhril

Name: Chirag Sankeshwari

Student Id: ST20095348

Date of Submission: 2nd April 2016

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Sr. No. Title Page No.

1. Critically assess Organizational Culture with special emphasis 3

on the best practices in the 21st Century

2. Analyze Inter-cultural differences in Leadership styles with 6

special emphasis on the best practices in the 21st Century

3. Analyze Strategic Human Resource Management with 8

special emphasis on the best practices in the 21st Century

4. Analyze Performance Evaluation method with special emphasis 10

on the best practices in the 21st Century

5. Analyze Conflict Resolution with special emphasis on the 13

best practices in the 21st Century

6. Bibliography 15

Table of Contents

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Critically assess Organizational Culture with special emphasis

on the best practices in the 21st Century

The culture of a company is related to how employee perceive the features of the organization’s

ideologies irrespective of whether individuals like it or not. The culture of an organization is

developed over for a long period of time and is based out of strong internal values to which

employees are strongly devoted.

“Organizational culture is the set of shared values and ethos. It varies from one company to other.

Each company has its own managerial ideologies and convictions.”

Organizational culture is made up of seven principal characteristics:

1. INNOVATION AND RISK TAKING: The level to which employees are motivated to be

creative and are risk takers.

2. ATTENTION TO DETAIL: The level to which employees are expected to be perfect analyze

and give attention to details.

3. OUTCOME ORIENTATION: The level to which management emphases on targets rather

the methods used to attain those targets.

4. PEOPLE ORIENTATION: The level to which managerial decisions give importance on the

effects of results to people inside the organization.

5. TEAM ORIENTATION: The level to which work activities are planned around groups

instead of people.

Figure 1.1 Dimensions of Organizational Culture

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6. AGGRESSIVENESS: The level to which individuals are fierce and competitive instead of

being relaxed.

7. STABILITY: The level to which organizational activities highlight in retaining status quo

compared to growth.

SUSTAINING THE CULTURE

There are enactments inside the organization which helps in maintaining cultures alive. The

selection procedures, performance assessment norms, training and development events &

promotion processes make sure whether individuals hired are suitable with the culture. Some

procedures play an essential role in sustaining culture. (Robbins, Judge and Sanghi, 2009)

SELECTION: The unambiguous objective of the selection process is to point out and appoint

individuals with knowledge expertise and capabilities to achieve the tasks in the organization

effectively. Interviewer communicates with the applicants and try to identify individual styles and

morals who are not suitable for organizational culture. Individuals learn about the organization

and if they feel that a conflict among company and their values, they take decision not to link with

the organization.

TOP MANAGEMENT: The top management activities also have a foremost effect on

organizational culture. It is about how senior official’s build the standards that channel through

the organization. It may be risk taking which is desirable, to what extent the managers should give

to their subordinates, what should be the uniform, what movements will pay off for salary

increment and advancements & extra rewards and so on.

SOCIALIZATION: No doubt company might have ended with a decent work in the employment

and assortment, yet still some workforces are not coached in the organizational culture as they are

unknown with the culture, employees and they tend to distract current beliefs and traditions of the

organization. So, it important for company to assist new personnel familiarize to its culture. This

method is known as socialization.

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The researcher recommends that the governing organization should take the complete

responsibility to work with new enthusiasm and motivation builds its unique culture. The next is

management should take audacious footsteps to make a change on the culture which creates robust

and effective organization.

Figure 1.2 How Organization Cultures Form

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Analyze Inter-cultural differences in Leadership styles with special

emphasis on the best practices in the 21st Century

“In today’s dynamic world, leadership has the ability to influence a group toward the achievement

of a vision or set of goals.”

Leadership style is the style where a leader gives guidance, execute the strategies and motivates

the personalities. Leadership styles are about how a leader manages and connects with different

kinds of people in the society.

TYPES OF LEADERSHIP STYLES

Psychologist Kurt Lewin flourished this structure in 1930, which provided foundation for various

approaches of leadership styles that followed later. Some of leadership styles are broadly grouped

as follows:

AUTOCRATIC LEADERSHIP STYLE: In this type of leadership, an individual has complete

hold over personnel to take decisions in the organization. So it is similar to dictator style. In this

leadership style group fellows are not considered to give their opinions. Leaders who trail

autocratic type make decisions based upon thoughts and previous experiences. The benefit of this

type of leadership is speediness for decision making and better efficiency under leader’s

Figure 3.1 Four Leadership Styles Source: www.lifeintheyellowhammerstate.com

S

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observation. Autocratic style acts when pioneer is performing finest or where work is tedious,

untrained and dull in nature. (Luthans, F., 2011)

BUREAUCRATIC LEADERSHIP STYLE: In bureaucratic leadership leaders stick to

organizational rules and guidelines. Leaders ensure that employees stringently trail the rules and

policies. Workforces get promoted on the basis of their performance and skills. It takes time for

the enhancement of this leadership. It is more appropriate when ensuring a safe working

environment and a greater productivity. Bureaucratic leadership style is mostly preferred in jobs

associated with construction work which implicate operating with dangerous materials and works

linked with high investment.

CHARISMATIC LEADERSHIP STYLE: The leadership style which forms an enthusiastic and

affirmative environment at workstation. Workforces feel good while working in this type of

environment are pleased to work with such a leader. Employees strive hard and work towards

success to overwhelm leader. They have sensibility towards member requirements and individual

risk taking is more.

TRANSFORMATIONAL LEADERSHIP STYLE: It is the leadership style, where leader

recognize the necessity for change, building a vision to direct the change and to implement the

change successfully. This style relay upon high degree of communication from management to

meet its objectives. Leaders inspire workforces and boost proficiency and productivity through

communication and high visibility.

SERVANT LEADERSHIP STYLE: These leadership style, leader completely has faiths on

group members performing tasks on their own. This focuses on intellectual facet rather than

management facet of the job. The workforces are free to share their opinions give suggestions

which are finest of organizational interests. Servant leadership style performs when merely

employees are trained, trustworthy, experienced and rational.

Therefore, organization should emphasize on Autocratic, Bureaucratic, Charismatic,

Transformational and Servant leadership styles which will increase the relationships between

management and employees by creating empathy, forming strong relationship and motivating the

group members. This results that organization will further drive to next level.

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Analyze Strategic Human Resource Management with special

emphasis on the best practices in the 21st Century

Strategic Human Resource Management is defined as the act of fascinating, emerging, gratifying

and sustaining employees with the strategic objective of increasing the value to both the bodies of

employees as wells as employers of the organization as a whole. Strategic human resource

management focuses on the basic facets of Human Resource Management which are recruitment,

hiring, compensation and training of employees with emphasis that aligns the organizational

objectives. It assures that all aims are associated with the mission, vision, values and goals of the

organization. (Your Article Library)

Strategic practices can be classified into two stages:

STRATEGIC FORMULATION: Strategic formulation is deals with decision making with

regard to describe the mission, vision of the organization, forming short term and long term goals

in order to attain organization’s vision and choosing the strategy that will be used to accomplish

organization’s goals.

STRATEGIC IMPLEMENTATION: Strategic implementation relates with coordinating the

organizational structure, frameworks and procedures with the preferred strategy. It includes

decision making related with coordinating strategy and organizational structure and issuing

Figure 4.1 Human Resource Management System Source: www.csinfotech.org

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organizational leadership relevant to the plan and observing the viability of the strategy in attaining

the organizational goals.

Strategic Human Resource Management pertains with the following:

1. Scrutinize the opportunities and threats that exist in the external environment.

2. Figure methodologies that will coordinate the organization’s (inside) strengths and weaknesses

environmental threats and environmental (outside) opportunities and threats.

3. Execute the strategies that are formulated.

4. Appraise and control activities to assure that organization’s aims are duly attained.

ROLE OF HRM IN STRATEGIC MANAGEMENT:

ROLE IN STRATEGY FORMULATION: The ecological skimming is trailed by strategy

formulation. Ecological skimming assists an organization to pinpoint its opportunities and threats

widespread in the exterior environment. HRM helps in skimming the extant environment and

identifies precise opportunities and threats for the organization. Human resource is engaged in

strategy formulation procedure by delivering details related to organization’s internal strengths

and weaknesses. Human resource management helps to create organization competitive and make

finest use of talent. Inimitable HR potential of an organization aid as a driving force in strategic

decisions and strategy formulation.

ROLE IN STRATEGY IMPLEMENTATION: Human Resource Management play a critical

part in the successful implementation of strategic business proposal of the organization. HRM

provides the organization with some skilled and enthusiastic employees for enforcing strategies.

Connecting strategy and human resource management successfully entails more than

determination from a progression of practice decisions. The challenge is to build a setup of HR

practice decisions that execute organization’s methodology and embellish its aggressiveness.

The organization’s success relies upon individuals in that place. This implies how they are

acquired, advanced, motivated and sustained in the organization play an imperative role in

organizational success. At this point this entails an essential methodology towards human resource

roles and overall business roles of an organization.

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Analyze Performance Evaluation method with special emphasis on

the best practices in the 21st Century

“It is a methodical appraisal of an individual in relation to performance on the work and individual’s

potential for improvement.”

The performance evaluation is a crucial part in every organization as employee’s performance is

directly associated with its company’s performance. So it becomes very essential to assess each

employee’s performance to escalate the organization’s productivity, effectiveness, quality and

timeliness and to be capable to compete with their contenders successfully.

METHODS OF PERFORMANCE EVALUATION

There are various methods human resource executives can approach to assess employee’s

performance though incorporating different perspectives will paint the broader picture in which

areas the employee needs to progress and what suggestions are required to support employee

development. (Boundless.com) The imperative performance evaluation methods are explained

below:

OBJECTIVE PRODUCTION: In this method direct information is used to assess the

performance of an employee. It often relays to simple and computable data facts such as sales

figures, production records, etc. However, one disadvantage of objective production is that the

changeability in performance can be due to external employee’s control issues. Similarly, the

quantity of production does not inevitably reveal the quality of the products. Irrespective of the

fact that objective production information is not a comprehensive reflection on job performance

but it is related to job performance.

PERSONNEL: This method is about recording the elimination behavior of employees such as

absences. The quantity of an individual’s absences does not indicate how a person is committed to

the job and duties. Though excessive absence often shows deprived job performance personal

information is not a comprehensive indication of an individual’s performance and is best

accompanied with other metrics.

JUDGMENTAL EVALUATION: The main drawback of employee performance appraisal is the

proclivity towards positive feedback in spite of negative behavior. In this method individuals often

are decent to give great appraisals for work that isn’t adequate. Judgmental assessments emphasis

on standards to more precisely promote productive condemnation. The main techniques used in

judgmental performance evaluation are:

Graphic Rating Scale: Graphic rating scale are usually used in performance evaluation

system. Normally, the raters use 5 to 7-point scale to rate employee’s efficiency.

Employee Comparison Methods: Despite of subordinates being arbitrated against pre-set up

norms people are contrasted with each other. This technique abolishes central tendency and

clemency errors but still permits for halo effect errors to arise. The rank order technique has

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raters ranking juniors from best to worst but how a person is good or bad depends upon

performance dimension.

Behavioral Checklists and Scales: Behaviors are more certain than attributes. Managers

record behaviors they assess that is suitable for the job performance and keep a track record of

good and bad behaviors and appraise the performance of workforces based upon their

judgment.

PEER AND SELF ASSESSMENTS: Peer assessments and self-assessments give a border image

of performance. Managers are not less familiar of employee’s efficiency than group members or

other peers. Peer assessments and self-assessments are helpful in apprehending this information:

PEER ASSESSMENTS: Member of a team assess and evaluate the performance of their fellow

team members.

SELF-ASSESSMENTS: In self-assessments individuals assess and appraise their own behavior

and job performance.

360 DEGREE FEEDBACK: This involves multiple assessments of employees. It often

assimilates appraisals from managers, peers and self-assessments.

Figure 5.1 360 Degree Feedback Performance Appraisal

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It is strongly recommended that 360-degree feedback should not be used for new employees. The

organization uses paper and pen method to evaluate performance. For best outcomes the

organization should use software for precise and time saving.

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Analyze Conflict Resolution with special emphasis on the best

practices in the 21st Century “A process that begins when one party perceives that other party has negatively affected, or is

about to negatively affect, something that the first party cares about.” (Robbins, Judge and Vohra,

2012)

Conflict is natural, inevitable and necessity for the growth of the organization. Conflict

management can be viewed as positive factor that reduces dysfunctions of conflict and enlarges

the constructive functions of conflict. Effectual conflict management provides learning, change

and productiveness in an organization.

STYLES OF HANDLING INTERPERSONAL CONFLICT

Rahim and Bonama discovered different styles of handling interpersonal conflict by applying two

basic dimensions which are concerned for self and others when conflict occurs. Individuals

normally prefer problem solving conflict management styles. (Parikh, M. & Gupta, R., 2010) The

nature of the five styles of managing conflict are described below:

AVOIDING STYLE: This style is utilized for evading the conflict, neglect discrepancies and

being neutral. The methodology of avoiding style is to let the conflict to work itself out. This is

decent method to resolve conflicts inside the organization. This is utilized during minor problems

and the individual has negligible information to deal with it. At the point when the uncertain

conflict clash with the achieving goals it will prompt the negative effect for organizations.

FORCING STYLE: In this type of style individuals attempt to attain their goals sympathy toward

others. An individual might attain specific objectives but it may result in critical assessment by

others. Forcing style forces individual to have faith that one should win and one should lose. This

style is mostly applied in emergency situations since it requires quick action.

ACCOMMODATING STYLE: In this style accommodating manager is the person who

cooperates at high level. This might be managers own expenditure and conflict with manager’s

individual aims, objectives and preferred results. This methodology is viable when other individual

is the proficient or has better solution.

COLLABORATIVE STYLE: This type of conflict handling is of win-win methodology. These

groups anticipate to resolve their indifferences instead to obligate and there is a quest for

communal favorable result. Organizational support is required as far as time and venture to resolve

these conflicts. In Collaborative style a high degree of assistance is required.

COMPROMISING STYLE: In this type of style there is no lucidity of winner or loser. It is

broadly accepted as a method for resolving conflict. These individuals tend to be appraised

positively by others. This entails a modest degree of confidence and assistance. On other hand, it

does not increase communal gratification and block covenant on individual’s proposal.

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There is various expertise which are beneficial in efficacious conflict resolution:

1. Ability to view complications and issues from multifarious viewpoints.

2. Capability to resolve glitches.

3. Capability to emphasize – ability to discern and apprehend the excitements and feelings of

individuals.

4. Potential to listen enthusiastically.

5. Capacity to manage and control your feelings.

6. Capability to utilize and elucidate nonverbal indications.

7. Potential to think critically and impartially.

8. Competency to compromise – the readiness to acknowledge something in exchange for

differing group’s concession.

However, Researcher found that if conflict is unsolved then the senior authorities take necessary

action to resolve the conflict. It is suggested that organization must focus on avoiding the

dysfunctional conflicts.

Figure 6.1 Managing Interpersonal Conflict Styles

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BIBLIOGRAPHY

BOOKS

1. Kreitner, R. and Kinicki, A. (2009) Organizational Behavior, 8th Edition, New Delhi: Tata

McGraw Hill Education Private Limited.

2. McShane, S.L., Glinnow von, M.A. and Sharma, R.R. (2008) Organizational Behavior, 4th

Edition, New Delhi: Tata McGraw Hill Education Private Limited.

3. Pareek, U. (2008) Understanding Organizational Behavior, 2nd Edition, New Delhi: Oxford

University Press.

4. Newstrom, J.W. (2006) Organizational Behavior: Human behavior at work, 12th Edition, New

Delhi: McGraw Hill Education Private Limited.

5. Luthans, F. (2011) Organization Behavior: An evidence based Approach, 12th Edition, New

Delhi: McGraw Hill Education Private Limited.

6. Robbins, S.P, Judge, T.A and Vohra, N. (2012) Organizational Behavior, 14th Edition, New

Delhi: Dorling Kindersley (India) Private Limited.

7. Buttler, M. and Rose, R. (2011) Introduction to Organizational Behavior, Mumbai: Jaico

Publishing House.

8. Robbins, S.P, Judge, T.A and Sanghi, S. (2009) Organizational Behavior, 13th Edition, New

Delhi: Dorling Kindersley (India) Private Limited.

9. Parikh, M. and Gupta, R. (2010) Organizational Behavior, New Delhi: McGraw Hill Education

Private Limited.

10. Hersey, P., Blanchard, K.H. and Johnson, D.E. (2008) Management of Organizational

Behavior: Leading Human Resources, 9th Edition, New Delhi: PHI Learning Private Limited.

11. Veluri, S.V.S. (2010) Organizational Behavior: An Interactive Learning Approach, Mumbai:

Jaico Publishing House.

12. Harris, J.O. and Hartman, S.J. (2006) Organizational Behavior, 1st Edition, Mumbai: Jaico

Publishing House.

13. Mukherjee, K. (2009) Principles of Management and Organizational Behavior, 2nd Edition,

New Delhi: Tata McGraw Hill Education Private Limited.

14. Dessler, G. and Varkkey, B. (2011) Human Resource Management, 11th Edition, New Delhi:

Dorling Kindersley (India) Private Limited.

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16. Houldsworth, E., Balkin, D.B. and Cardy, R.L. (2010) Managing Human Resources, New

Delhi: PHI Learning Private Limited.

17. Colquitt, J.A., Lepine, J.A. and Wesson, M.J. (2013) Organizational Behavior: Improving

Performance and Commitment in the Workplace, 3rd Edition, McGraw Hill Education Private

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19. Hughes, M. (2011) Change Management in Organizations, 2nd Edition, Mumbai: Jaico

Publishing House.

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20. Jones, G.R. and Methew, M. (2011) Organizational Theory, Design and Change, 6th Edition,

New Delhi: Dorling Kindersley (India) Private Limited.

JOURNALS

1. Lee, J. S. and Yu, K. (2004) Corporate Culture and Organizational Performance, Journal of

Managerial Psychology, Vol. 19, No. 4, pp. 340-359.

2. Chen, J. and Silverthorne, C. (2005) Leadership Effectiveness, Leadership Style and Employee

Readiness, Leadership & Organizational Development Journal, Vol. 26, No. 4, pp. 280-288.

3. Bowen, D. E. and Ostroff, C. (2004) Understanding HRM–Firm Performance Linkages: The

Role of the Strength of the HRM System, Academy of Management Review, Vol. 29, No. 2,

pp. 203-221.

4. Huo, Y. J, Molina, L. E., Sawahata, R and Deang, J. M. (2005) Leadership and the

Management of Conflicts in Diverse Groups: Why Acknowledging versus Neglecting

Subgroup Identity Matters, European Journal of Social Psychology, Vol. 32, No. 2, pp. 237-

254.

5. Akinbowale, M. A., Lourens, M. E. and Jinabhai, D. C. (2014) Employee Performance

Measurement and Performance Appraisal Policy in an Organization, Mediterranean Journal of

Social Sciences, Vol. 5, No. 9, pp. 342-347.

6. DeRue, D. S. and Morgeson (2007) Stability and Change in Person team and Person Role fit

over time: The Effects of Growth Satisfaction, Performance and General Self-Efficacy, Journal

of Applied Psychology Vol. 92, No. 5, pp.1242-1253.

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