International Organisational Behaviour

gate This assignment entrust analyse the organisation doings of two mining companies WMC Resources and BHP Billiton. It conduct out discuss rationalises such as motivating in the brusque term, resistance to falsify, internal and foreign forces that favour heighten, characteristics of an effective police squad, factors of team effectiveness, and how to example penalisation strategies successfully. Summary puddle understanding of the relationship amongst accomplishance and effects e. g. he rules of the reward game Trust in the hatful who eachow see the decisions on who channels what outcome (BHP) Transp argonncy of the influence that decides who gets what outcome The people who will make the decisions (BHP) take over stated we continue to grow and blow up our business quite signifi fagtly, and that continuously requires first-class people So this over again should be used to motivate the employees into realising that, soundly performance leads to your des ired outcome (keeping their business concern).Evidence to justify this is the following example there atomic number 18 leash sales representatives who are exactlyt enddidates for promotion to virtuoso sales four-in-hands job. Bill has had a very good sales year and always gets good performance evaluations. However, he isnt sure that he wants the job because it involves a great deal of travel, long working hours, and much striving and pressure. Paul wants the job badly but doesnt think he had much materialise of getting it. He has had a terrible sales year and gets only mediocre performance evaluations from his present boss. Susan wants the job as much as Paul, and she thinks that she has a pretty good shot at it.Her sales have improved significantly this past year, and her evaluations are the outperform in the partnership. Expectancy theory would predict that Bill and Paul are not very motivated to seek the promotion. Bill doesnt authentically want it, and Paul doesnt th ink he has much of a chance of getting it. Susan, however, is very motivated to seek the promotion because she wants it and thinks that she can get it. (Pride, 2009) b) There are three reasons the WMC employees are resistant to kind Fear of the abstruse, penury for security, and not t genius of voiceing the pauperism to change.Employees resist change because they have to learn or sothing impudently. In many cases there is not a dis retainment with the benefits of the virgin process, but rather a fear of the un make outn future and somewhat their ability to adapt to it. De Jager (2001, p. 24) argues, Most people are reluctant to leave the familiar behind. We are all suspicious about the unfamiliar we are naturally concerned about how we will get from the old to the new, especially if it involves learning something new and risking failure. The WMC employees are veneering this problem right now with the takeover that is about to go done.The employees are unsure about the fut ure of the community and wont know whether BHP will change things such as daily duties, company protocol/processes, and even add new tasks. To help minimize resistance to change, the manager should try to offer information to the employees about what might change in the future. This will remove the element of the unkn avouch and help them to deal with the changes archaean on. sympatheticly they should try to encourage staff and make them believe that they have the ability to adjust, therefore removing the anxiety of the takeover.If employees dont see the admit to change, they may become very stubborn and difficult to work with. somemagazines when there is a change in the workplace, employees dont agree with it and feel they are doing jobs well enough and the organisation is running smoothly already. Even if this is true, there is always room for improvement and this should be express to the employees. WMC has a great opportunity to become involved in a bigger corporation an d with some employees having a chance to keep their jobs, it should be highlighted to them that perhaps this will lead to a pay rise or even promotion.To minimize the resistance they should provide support to the staff by actively listening to the problems and complaints they have, provide training to help the staff conflate in with the new way of doing things, and help to overcome the performance pressures. possibly then, the WMC employees will see that this change will lead to an improvement of the company and work efficiently and peacefully once again. c) Organizational change can be caused by external forces and internal forces. External forces commence distant of the organization and not only do they motivate a company, but they alike cause global affects.There are three components that play a crucial role in change of an organization from an external forces view. These three key factors allow a company to undergo change and reconstruct its organization to improve its pro duction and services. Economic factors greatly affect WMC. This takes the nature and direction of the national economy in which a company does business. For international entities, it includes the global economy. We know that consumption is affected by the riches of the population, and business people must(prenominal) plan accordingly.Some major considerations include the availability of credit and the amount of disposable income in a declaren market. some(prenominal) inflation and interest rates and a given countrys gross domestic product are other economic factors that can help or encumber a companys marketing efforts. The current economy has left-hand(a) smaller companies vulnerable to bankruptcy. Merging with a larger company care BHP will allow WMC to compete effectively in the world market. inherent forces for change come from inside the organization. These forces may be subtle, such as low morale, or can manifest in outward signs, such as low productivity and confli ct.Internal forces for change come from two human resource problems and managerial behaviour/decisions. Human Resource Problems is a major internal force for change. These problems stem from employee perceptions about how they are enured at work and the match between individual and organization needs. Dissatisfaction comes from an be employee problem that should be addressed. Unusual or high levels of absenteeism and turnover also represent forces for change. WMC might respond to these problems by reducing employees role conflict, overload, and ambiguity, and by removing the different stressors.Prospects for demonstrable change stem from employee participation and suggestions. Managerial demeanour/Decisions are an essential reason for organisational change. Excessive interpersonal conflict between managers and their subordinates is a sign that change is needed. Both the manager and the employee may need interpersonal skills training, or the two individuals may simply need to be separated. For example, one of the parties might be transferred to a new department. Inappropriate loss leader behaviours such as inadequate direction or support may dissolving agent in human resource problems requiring change.Leadership training is one potential solution for this problem. Inequitable reward systems are additional forces for change. Clear Purpose The vision, mission, ending or task of the team must be defined and accepted by everyone. In the case of BHP-WMC, there will be many changes when the two merge, so all the staff will have to be notified of the new action plan. This will make the team focused on the goal. In dinner gownity A good team should be informal, comfortable and relaxed. There shouldnt be any obvious tensions or signs of boredom.This may be tough for BHP-WMC because of the merger, there may be some resentment towards the other companys staff for having to merge with them. Also cliques will have formed which may cause some problems with the sor t out working together. If they can work together effortlessly they will perform to a higher standard. Participation There should be much raillery and everyone should be encouraged to participate. This is also great for getting all the new staff members to bond with the BHP staff and to make them feel they are authorised to the company.Listening The members should use effective listening techniques such as questioning, paraphrasing and summarizing to get out ideas. Therefore benefiting the company with possible innovative ideas. Civilized discord If there is disagreement, the team must be comfortable with this and show no signs of avoiding, smoothing over or suppressing conflict. This is belike to happen with the two companiess having their own previous ways of doing things, but to create an effective team, they must all constructively discuss and find a middle ground.Consensus Decisions For historic decisions, the goal is substantial but not necessarily unanimous agreement through open discussion of everyones ideas, avoidance of formal voting or tardily compromises. This way the group should get the most suitable outcome without upsetting any of the group members or giving in to a curt idea due to peer pressure. Open Communication Team members should feel free to express their feelings on the tasks as well as on the groups operation. There should be few hidden agendas.Communication takes place away of meetings. This way nobody is hiding any feelings and is comfortable with the ongoing operations. share Leadership While a team has a formal leader, leaders functions shift from time to time depending on the circumstances, the needs of the group and the skills of the members. The formal leader should models the appropriate behaviour and helps establish positive norms. This will give everyone a chance to feel important to the company and a chance to improve their leadership skills.External Relations The team should spend time developing key outsid e relationships and mobilizing resources, then building credibility with important players in other parts of the organization. This will be handy for when they need help from other departments, especially in a fast maturement company like BHP. Style Diversity The team should have a broad spectrum of team-player types, including members who emphasize attention to task, goal setting, focus on process and questions about how the team is functioning. This gives diversity and strength is every area.Self-Assessment Periodically, the team should boodle to examine how well it is functioning and what may be interfering with its effectiveness. This is essential for any team, especially a newly created one like BHP-WMC. b) In creating effective teams, managers should act as facilitators and accept mutual accountability. do not monopolize team projects do not control daily activities. BHP-WMC could get hold of these two theories quite easily. The managers could act as facilitators to the t eam so that it became more than effective.They need to have a shared understanding and share responsibilities so that they can understand each other and work together as a well functioning machine. correlative influence and task shore leave is also necessary to make BHP-WMC more effective than they currently are. Mutual accountability will improve BP-WMC effectiveness because it means the responsibility doesnt land all on one person, which means its more likely to improve your chances of achieving your objective if the responsibility is shared across the team.To amplification an employees behaviour, a positive re-enforcer is used immediately after the behaviour is presented, the premise being that if the employee does something and is rewarded, then they are more likely to buy up the act. Constant reinforcer must be used to help new behaviours become established. To maintain the desired behaviour once it is established, an intermittent re-enforcer, one that is used only occas ionally, should be sufficient to use. Negative reinforcement is similar to the concept of a reward.Essentially, this is when something negative is removed from a persons experience as a way to increase the likelihood of good behaviour happening again. For example, if a child studies hard for a raise and the parent rewards the child by not making him do chores, it is likely that this good studying behaviour will recur. Extinction is the stopping of positive reinforcers that have been maintaining an inappropriate behaviour. This relies on the theory that behaviours which are not reinforce will soon disappear. Both positive and negative reinforcement result in learning. They strengthen a response and increase the possibility of repetition.Both punishment and extinction, however, weaken behaviour and tend to decrease its subsequent frequency. b) punishment should be used as a last resort only. With the employees already low on morale due to the uncertainty of their jobs, it wouldnt ta ke much to push them over the edge and start acting inappropriately, or even worse, quitting. Ways of using punishment as a reinforcement strategy are as follows The behaviour plan is congruent must be within regulations and company policies. The use of punishment procedures to manage employee behaviours is an issue of growing debate.Employees should take care that all elements of a behaviour plan, including punishment procedures, fall within disciplinary guidelines both of the company policies and within the law. mention List Dick, P. & Ellis, S. (2006), Introduction to Organizational Behaviour 3rd Edition, McGraw-Hill Education, Berkshire, UK Mosley, D. C. , Megginson, L. C. , & Pietri, P. H. (2001) Supervisory heed The Art of Empowering and Developing People, South-Western College Publishing, Ohio, U. S. A Ehlen, D. (1994), Supporting high performance teams, Manage, 46(2), pp. 32-34. Organizations, Jossey-Bass, San Francisco, U. S. A