organisational behaviour

You will be given an integrative case study and expected to provide a 1500 word in-depth analysis of the case and prepare a professional report adopting the view of an Organizational Consultant.
The report should have a clear structure, an introduction, a body addressing the case study analysis, recommendations section, and a reference list. Even though the style of the report is that of a consultant, it is still an academic exercise, and therefore all material that is not your own original material must be referenced in the report and recommendations that draw on theory must be referenced. Above all, the report is to reflect sound analysis and provide achievable recommendations for action.

The following text IS VITAL to the completion of this essay.  If you cannot locate this text, please inform admin.  Without this text, you cannot complete this assignment.

The written case study analysis is ‘The Regency Grand Hotel’ found on page 290 -292 in the textbook.( McShane, S. Olekalns, M. and Travaglione, T. (2010) Organisational Behaviour on the Pacific Rim Focus (3rd), McGraw Hill Irwin: Sydney)  Use the discussion questions to guide your analysis.

 

You will be given an integrative case study and expected to provide a 1500 word in-depth analysis of the case and prepare a professional report adopting the view of an Organizational Consultant.

The report should have a clear structure, an introduction, a body addressing the case study analysis, recommendations section, and a reference list. Even though the style of the report is that of a consultant, it is still an academic exercise, and therefore all material that is not your own original material must be referenced in the report and recommendations that draw on theory must be referenced. Above all, the report is to reflect sound analysis and provide achievable recommendations for action.

The purpose of the case study analysis is to evaluate your ability to apply the case study methodology learnt in class and apply theories and frameworks covered in the course to resolve the case problems.

It is important to remember at all times that the course’s context is academic – the major goal to successfully complete the written assignments, is to demonstrate your understanding of the courses’ OB concepts, theories, models and frameworks studied in the trimester and to apply them .

and use credible and relevant journal article material to substantiate your analysis. In this instance, analysis primarily focuses on explaining the ‘why’s (causes) not the ‘what’s (descriptive elements), employing the various models etc. to back up your analysis.

The case study is more specific – analysing the issues, identifying the symptoms, diagnosing problems, and recommending solutions. It is important to realise that the courses’ models, theories and concepts are primary and the case study is secondary. This means that the case study is just the example to demonstrate your understanding and abilities to apply the models, concepts and theories.

Do not waste valuable words and time extensively describing the case as we can all read the case – the focus is primarily on analysing the underlying causes of the issues which are not discussed in the case at a theoretical level, and providing practical solutions based on in-depth analysis.

it is best to initially and briefly cover the relevant issues, then briefly prioritize these issues into relative importance, then conduct your major analysis on what you determine to be the 2, 3 or 4 key issues in a critical and balanced manner. Do not try to cover all the issues – everything …..as your analysis will be too superficial due to the word limit constraints.

Process:

1. An exec summary for the case study analysis is not necessary – a brief introduction is all that is required.
2. If your word count is far over the limit, use appendices as these do not count for the word count.
3. Eliminate personals (eg I, we, they), superlatives (eg famous, greatest, worst) and absolutes (eg all, everyone, none) from your narrative adopting an objective style.
4. Minimize prescriptive elements such as: should and must… eg ‘the firm should do this… or… Mr. Smith must change this’ … especially in the recommendations section. All solutions reflect prior analysis.
5. Minimize direct quotations as I wish to mark your thoughts, not the text book or other source material.
6. Eliminate all word for word copying even if you reference it correctly.
7. Referencing should follow the APA (6^th)
8. Reference all source material used in your submissions.

 

 

 

OB issues, theories, models and frameworks: (these are examples only – choose the appropriate models or frameworks to back up your work.  I have had issues with other writers that have been unable to identify the models and theories so i will provide examples for you).

• Organisational behaviour – perspectives of organisational effectiveness, types of individual behaviour, contemporary challenges for organisations, anchors of organisational knowledge.
• Individual behaviour, personality and values – MARS model of individual behaviour and performance; personality in organisations; self concept: the ‘I’ in organisational behaviour ; values in the workplace; values across cultures; ethnic values and behaviour
• Perception and learning in organisations – the perceptual process; social identity and stereotyping; attribution theory; self-fulfilling prophecy; other perceptual errors; improving perceptions; learning in organisations; from individual to organisational learning.
• Workplace emotions, attitudes and stress – emotions in the workplace; emotional intelligence; job satisfaction; organisational commitment; work-related stress and its management.
• Foundations of employee motivation – employee engagement; employee drives and needs; expectancy theory of motivation; goal setting and feedback; organisational justice
• Applied performance practices – the meaning of money in the workplace; financial reward practices; job design practices; empowerment practices; self leadership practices
• Decision making and creativity – rational choice paradigm of decision making; identifying problems and opportunities; evaluating and choosing alternatives; implementing decisions; evaluating involvement in decision making; creativity.
• Team dynamics – teams and informal groups; advantages and disadvantages of teams; a model of team effectiveness; organisational and team environment; team design elements; team processes; self directed teams; virtual teams; team decision making.
• Communicating in teams and organisations – the importance of communication; a model of communication; communication channels; choosing the best communication channel; communication barriers (noise); cross-cultural differences in communication; gender differences in communication; improving interpersonal communication; improving workplace communication; communicating through the grapevine.
• Power and influence in the workplace – the meaning of power; sources of power in organisations; contingencies of power; influencing others; power and influence through social networks; influence tactics and organisational politics.
• Conflict and negotiation in the workplace – is conflict good or bad?; conflict process model; where conflicts start; sources of conflict in organisations; individual differences in conflict resolution; resolving conflict through negotiation; culture and conflict; gender and conflict; resolving conflict through third party intervention; organisational approaches to conflict management.
• Leadership and organisational settings – what is leadership; competency perspective of leadership; behavioural perspectives of leadership; contingency perspective of leadership; transformational perspective of leadership; implicit perspectives of leadership; cross cultural and gender issues in leadership.
• Organisational structure – division of labour and co-ordination; elements of organisational structure; forms of departmentalisation; contingencies of organisational design.
• Organisational culture- elements of organisational culture; deciphering organisational culture through artefacts; is organisational culture important; merging organisational cultures; changing and strengthening organisational culture; organisational socialism.
• Organisational change – Lewin’s force field analysis model; unfreezing, changing and refreezing; change agents, strategic visions and diffusing change; four approaches to organisational change; cross-cultural and ethical issues in organisational change; organisational behaviour: the journey continues.