BBM 213/ BBM 3223/ SCB 213 ORGANIZATIONAL BEHAVIOUR

CATS AND ASSIGNMENT

ATTEMPT ALL THE QUESTIONS TOTAL MARKS 60

CAT ONE

1. Describe and explain the difference between culture and climate in both theoretical and practical terms? Use ‘safety management’ as your context for this discussion.                                                                                                                                          (5 Marks)
2. Critically evaluate the concept of ‘identity’ as a performance management tool.                                                                                                                                          (5 Marks)

Key factors that were seen to impact upon identity included the need to work collaboratively with other organisations through partnerships; shifting demographics in terms of age, gender, ethnicity, occupations and location; cultural trends including globalisation, social mobility and corporate mergers and acquisitions; political processes including the micro-politics ororganisational life, public scrutiny and transparency, the commercialisation of the public sector, and the rhetoric and reality of power and command; increased pace of change and a shortening of delivery times; and acceptable and unacceptable forms of behaviour in organisations. Whilst all of these were experienced to a greater or lesser extent within each organisation, for clarity of purpose, it was decided to focus particularly on issues of speed and cultural diversity and their implications for identity formation

1. Offer an informed social-psychological analysis of the ‘teleworking’ situation, identifying potential performance problems and the management issues they raise. What would you advise a company migrating to a telework scheme?                                                                                                                                                                                   (5 Marks)

Lack of Structure

Telecommuters usually have flexibility as to how they manage their tasks. A certain amount of discipline is required to keep on task when you don’t have a boss or other co-workers around. Effective time-management skills are key for the teleworker to ensure that work is completed on time.

Distractions

Applicants for teleworking jobs are often asked if they have a distraction-free environment at home. Small children or pets may make noise or require immediate attention that can distract the employee. Friends and family may not consider working from home as “really working” and may be tempted to call or stop by since they know you are at home. Teleworkers need to make it clear to employers, family members and friends that they are “on the clock” during business hours.

Limited Interaction

Human beings relate to each other in a number of ways, some of which are nonverbal. Most teleworkers interact with employees or clients by telephone or email, so body language and other visual cues are not accessible. Telecommuters may feel emotionally disconnected from their in-office peers. Even if the teleworker interacts with other employees or clients via webcam, people tend to control their words and actions in that environment and may not act as naturally as they would in person.

Security Concerns

In order to provide network access to the telecommuter, companies have to open an electronic gateway from the company's servers to the employee’s remote location, thereby making sensitive corporate information less secure.

Weight Gain

Even if you mostly work at a desk in the office, you generally have to move around to attend meetings, go to lunch or confer with colleagues. Teleworkers have a tendency to sit at the computer in their home office for extended periods of time in order to prove that they are, in fact, working, and sometimes because they have no distractions to cause them to take a break. People who work from home should take regular breaks to rest their eyes, stretch their legs and avoid mindless snacking.

1. What is corporate identity? How can it affect the formation and maintenance of ‘relational’ psychological contracts?                                                                                                                                                                                                        (5 Marks)
2. What – if any – is the difference between a leader and a manager? How can theories of leadership inform our understanding of effective management?                                                                                                                                                                  (5 Marks)

CAT TWO

1. How has the new technology revolution affected the social processes and structures of organizations?                                                                                                      (5 Marks)
2. What are the consequences of psychological contract breach for both the individual and the organization?                                                                                               (5 Marks)
3. Why have theories of transformational leadership proven to be so popular in recent years? (5 Marks)
4. What affects people’s choice of communication media within organizations?(5 Marks)
5. Compare and contrast the ‘planned’ and ‘emergent’ approaches to effecting organizational change.                                                                                                          (5 Marks)
6. Compare and contrast the relative advantages and disadvantages of two methods of data collection, as used for ‘diagnoses of an organization’s need for an intervention.(5 Marks)
7. Why was Frederic Taylor’s work, described in his Principles of Scientific Management so important?  Briefly indicate the content and relevance of his legacy.             (5 Marks)

ASSIGNMENT

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