p&o assignment 1_2
TRANSCRIPT
MBA7000: PEOPLE AND
ORGANISATION
ASSIGNMENT: 1
SEMESTER 1: 2014 – 2015
SUBMITTED TO:
Dr. GINLIANLAL BUHRIL
SUBMITTED BY: BHAWANI SINGH RATHORE
CARDIFF MET ID: ST20076707
COLLEGE ID: 1420
MBA7000: PEOPLE AND
ORGANISATION
ASSIGNMENT: 2
SEMESTER 1: 2014 – 2015
SUBMITTED TO:
Dr. GINLIANLAL BUHRIL
SUBMITTED BY: BHAWANI SINGH RATHORE
CARDIFF MET ID: ST20076707
COLLEGE ID: 1420
MBA (CARDIFF METROPOLITAN UNIVERSITY, UK)
UNIVERSAL BUSINESS SCHOOL
KARJAT, MUMBAI, MAHARASHTRA
Critically Assess Organization Culture
Organisation culture is defined as system of shared meaning held by members that distinguishes
the organization from other organisations (Robbins and Judge, 2013).
Figure 1.0, Source:- Robbin,P.Stephens’ ‘Organizational Behavior’ (14th Ed.) (2012) Dorling
Kindersley (India) Pvt.Ltd.
The big organisations frequently measured to have a leading philosophy and many subgroup
while leading culture is well-defined as a culture which articulates essential standards that are
common by a mainstream of organisation’s members (Robbins and Judge, 2013). Sub-culture are
small cultures within the organisations characteristically defined by a division descriptions and
topographical separation (Robbins and Judge, 2013). Fundamental principles are the main or
foremost values that are acknowledged throughout the organization (Robbins and Judge, 2013).
Innovation and Risk Taking.
Attention to Detail.
Outcome Orientation.
People Orientation.
Team Orientation.
Aggresiveness.
Stability
Solid culture is a culture in which the basic values are strongly detained and extensively mutual
(Robbins and Judge, 2013).
Hofstede’s Five Dimensions of Culture
National Values has a superior influence on employees than does their organisations values
(Robbins and Judge, 2013). Hofstede’s study on IBM employees to define modification in
national principles indication to five dimensions of culture (Torrington et al, 2011).
Figure 1.1, Source:- http://research-methodology.net/hofstedes-cultural-dimensions-2/
Individualism dimension of culture is definite as the amount to which people assume to look
after themselves and their household only and the contrary of this dimension is collectivism in
which people expect to have a extensive accountability to release because others in the group
will be backing them (Torrinton et al., 2011). Power distance dimension of culture is the measure
the degree to which the less associates of culture accept unsatisfactory circulation of power
(Torrington et al., 2011).
Uncertainty Avoidance dimension of culture is defined as the quantity to what degree an discrete
from a social order keen to take hazard or not trusting future is unknown (Torrington et al.,
2011). Masculinity denotes to the dispersal of characters between genders differs from one
society to another (Torrington et al, 2011). Long term orientation societies concerned towards
upcoming prizes in specific perseverance, redeemable and familiarizing to varying conditions.
Socialisation Model
Socialisation Process Outcomes
Figure 1.2, Source:- Robbins, Stephens P ‘Organizational Behavior’ (14th Ed.) (2012) Dorling
Kindersley (India) Pvt.Ltd.
Socialisation is a process that benefits new employees to familiarize to the organisation’s beliefs
(Robbins and Judge, 2013). Pre arrival period denotes to the period that each individual work out
with a set of standards, approach and prospects about both the effort and organization (Robbins
and Judge, 2013). Encounter is the period where new employee understands what the
organization is like and meet the prospect that hopes and certainty may deviate (Robbins and
Judge, 2013). Metamorphosis period in which new employee changes and regulate to the job,
work set and organization (Robbins and Judge, 2013).
Prearrival Encounter Metamorphosis
Selection
Criteria
Top Management
Productivity
Socialisation
Commitment
Turnover
Philosophy of
Organisation’s
Founder
Organization
Culture
Figure 1.3, Source:- Robbins Stephens.P ‘Organizational Behaviour’ (14thEd.) Dorlin
Kinderslay (India) Pvt.Ltd.
Figure 1.4, Source:- Robbins, Stephens. P ‘Organizational Behavior’ (14th Ed.) (2012) Dorling
Kindersley (India) Pvt.Ltd.
Study of Organisational Climate at Taj Gateway, Taj Group Of Resorts
and Palaces
Researcher found 2 ex-employees of Taj Group, meanwhile his journey to explore more on the
research undertaken, both of them shared their experience how the work climate exactly is at Taj
Groups various properties across India are as under:-
Am enjoying my work over here, we work as a team, but work gets too hectic while guest check
season is at peak in those 3 to 4 months our group doesn’t allow us to take a leave.- Kushdev
Singh Rathore, Taj Man Singh, (New Delhi).
Strength
High
Low
Performance
Satisfaction
Objective Factors
Innovation and Risk
Taking
Attention to Detail
Outcome Orientation
People Orientation
Team Orientation
Aggressiveness
Stability
Organization
Culture
Amazing experience to be part of Taj Group, we learn and explore a lot, every day our briefing is
done where we come under one room and gives a shot of hip hip hurray. Inspite of saying I our
organization taught to be as We as a team.- Aditi Maurya, Taj Gateway (Jodhpur).
Analyse Inter-cultural differences in Leadership styles
Transformation Leadership style
Transformational Leadership style designates set of behaviours that alter supporters obligation
and liveliness elsewhere least stages arranged by the organization (Muczyk and Holt, 2008).
Transformational Leadership is measured to be founded on the idea of multi issue leadership
which involves four modules. (Woerkom and Reuver, 2009).
Figure 1.5, Transformational Leadership
Transformational Leadership
Inspirational Motivation
Intellectual Simulation
Individualized consideration
Idealized Influence
The first two constituents of transformational leadership are inspirational motivation and
idealized influence (Woerkom and Reuver, 2009). Inspirational Motivation refers to managers
encouraging groups by providing significance and contest in their work and Idealized Influence
denotes to managers being esteemed, respected and trusted and supporters classifying with and
wanting to match their leaders ( Woerkom and Reuver, 2009).
The third and fourth constituent of transformational leadership style are intellectual simulation
and individualized consideration (Woerkom and Reuver, 2009). Intellectual stimulation specifies
managers inspiring their supporter’s determinations to be advanced and resourceful by query
statement reframing difficulties and oncoming old circumstances in new customs (Woerkom and
Reuver, 2009). Individual Considerations is the manager’s consideration to each individual’s
need for accomplishment and evolution by stand-in as a trainer or mentor (Woerkom and
Reuver, 2009).
Figure 1.6, Source:- marchello.hubpages.com- Bureaucratic Leadership
The classic transformational leadership characteristics are well-known by conducting interviews
of top executives and they embrace characteristics like courageous, believe in people, value
driven, life-long learners, identify themselves as a change agents, futurists and having the skills
to deal with complexities, obscurity and uncertainty. The company like Taj Resorts and Palaces
are altering from old-styled bureaucratic style to professionally coped companies and due to
change in leadership style to dynamic transformational leadership in companies like Taj Group
are demonstrating exceptional enactment in recent years.
Bureaucratic Leader
Following rules, policies, and
procedures meticulously
Analyse Strategic Human Resource Management
TRAINING and DEVELOPMENT
As Taj Resorts and Palaces is owned by TATA Group, therefore TATA manages the training and
development at its training for all at its training centre located at Pune, Maharashtra, India.
TATA Management Training Centre, Pune is the place which comprises of all training
infrastructure for employees training and also there are some other Regional Training Institutes
(RTI’s) as a part of training and development in Taj Resorts and Palaces, TATA Group (TMTC,
2014-Personal Visit by the Researcher).
Figure 1.7, Training and Development Wing at Taj Group of Resorts and Palaces
GT Induction
Training
Functional
Training
Management
Development
Programme
Qualification
Upgradation
Guest Lecture
Certification
Programme
Workshops,
Seminar and
Conferences
Industry
Academia
Taj Group of
Resorts and
Palaces
The Training program experienced alterations in the year 2001 in Taj Group as before 2001 it is
measured that training often not founded on wants analysis and no response system was there for
evaluating worth of training. It is measured that training programs are not taken earnestly and
absence of experience to the present world practices all these disadvantages lead to important
alterations in Training process in Taj and TATA after 2001. (As told to Researcher by General
Manager, Taj Gateway- Jodhpur) 2014.
RECRUITMENT and SELECTION
The Recruitment techniques charted by Taj Group comprise Internal Recruitment, Direct and
Indirect Recruitment and Third Party methods (Lal, 2014). Internal Recruitment comprises
promotions from one level to subsequently higher level and also comprises departmental
promotes (Lal, 2014). The promotions at corporate level not related to the organisational
prerequisite or succession planning till substantial changes happened in human resources system
at TAJ Group (Hussain, 2011).
A-1(Rs4700) to A-2(Rs 5100) 3 YEARS EXPERIENCE
A-2(Rs5100)to A-3(Rs 5800) 6 YEARS EXPERIENCE
A-3(Rs 5800)toA-4(Rs 6500) -do-
A-4(Rs 6500)toS-1(Rs 10,220) -do-
S-1(Rs 10,220)toS-2(Rs 11,400) 5 YEARS EXPERIENCE
S-2(Rs 11,400)toS-3(Rs 13,070) -do-
S-3(Rs 13,070)toS-4(Rs 15,200) -do-
Figure- 1.8, Source:- (As provided in written form by Taj Gateway, Jodhpur to Researcher)
The Direct Recruitment comprises advertising vacancies in newspapers and exhibiting the same
in online like Taj Group of Resorts & Palaces as well as on the online job portals. A written test
following with a interview and a period of probation for one year or as management trainees for
9 to 12 months is the selection process being followed in Taj Group of Hotels, Resorts &
Palaces. The third party recruitment in Taj Hotels primarily involves contractors and from
various other job portals and classified job advertisement through print and digital media. Taj
Hotels also do head hunts in campuses of leading educational institutions like Indian Hotel
Management Institutes and from various premier ivy league institutes globally as well from India
in order to recruit grounded on the requirements. The Recruitment procedure at Taj has
undergone through various significant changes as until the year 2008 there was near halt on
recruitment, attached with generous promotions have stuffed middle management and absent of
movement linked long term HR planning (Hussain, 2011).
COMPENSATION MANAGEMENT IN ONGC
Compensation denotes to the set of rewards that organisations deliver to employees in return for
their inclination to execute various jobs and responsibilities within the organisation (Deb, 2009).
Compensation could be monetary and non-financial in environment and under financial
compensation it is additional divided in to direct compensation (fixed and variable pay) and
indirect compensation (benefits) (Deb, 2009). Compensation Management is a scheme of
compensating people for the work they do in such a way that organization is able to appeal,
retain and motivate them to execute well keeping in view organizational and market dynamics
(Deb, 2009).
Employer: The Taj Group of Hotels
Salary Range by Job
Job (Number Reporting) National Data (?) Rs 0 Rs 2.2M Rs 4.4M Rs 6.6M
[-] Account Executive (2)
Salary Rs 207,671 -
Rs 554,993
Total Pay Rs 213,102 -
Rs 547,048
[+] Assistant Sales Manager (2)
Rs 256,289 -
Rs 727,286
[+] Duty Manager (4)
Rs 177,182 -
Rs 522,931
[+] Executive Chef (4)
Rs 258,675 -
Rs 3,146,329
[+] Financial Controller (2)
Rs 843,050 -
Rs 3,459,033
[+] Food and Beverage Manager
(2)
Rs 285,094 -
Rs 1,496,135
[+] Front Desk Agent (2)
Rs 63,536 -
Rs 192,706
[+] Front Office Supervisor (2)
Rs 87,569 -
Rs 312,835
[+] General Manager, Hotel (2)
Rs 490,987 -
Rs 6,525,575
[+] Housekeeping Manager (2)
Rs 159,203 - Rs 753,645
[+] Housekeeping Supervisor (2)
Rs 87,286 - Rs 304,699
[+] Human Resources (HR)
Manager (3)
Rs 491,888 -
Rs 1,597,626
[+] Manager Trainee (3)
Rs 114,724 -
Rs 787,198
[+] Materials Manager /
Coordinator (2)
Rs 268,197 -
Rs 1,421,365
[+] Project Engineer (2)
Rs 135,769 -
Rs 453,480
[+] Restaurant Assistant Manager
(3)
Rs 142,862 -
Rs 495,795
[+] Restaurant Manager (6)
Rs 272,455 - Rs 870,185
[+] Revenue Manager (2)
Rs 354,220 -
Rs 1,306,539
[+] Security Officer (2)
Rs 122,647 -
Rs 1,141,590
[+] Sous Chef (5)
Rs 292,362 -
Rs 1,001,181
Country: India | Currency: INR | Updated: 17 May 2015 | Individuals Reporting: 114
Figure-1.9,Source:-
(http://www.payscale.com/research/IN/Employer=The_Taj_Group_of_Hotels/Salary/by_Job)
The pay scales received by each of its officers and employees with the system of compensation
are overseen by the guidelines of the Ministry of Corporate Affairs, Government of INDIA and
as per the Companies Act. Taj Group also provides Dearness Allowance, House Rent Allowance,
perks and allowances, Medical Reimbursement, provident fund, gratuity, superannuation benefits
etc are on condition as per the company’s rule from time to time. The reformed human resources
procedure shows that compensation is directly related to individual performance (Hussain,
2011).
Analyse Performance Evaluation
The way companies looking at employee’s performance experienced notable modification
particularly in INDIA (Singh et al., 2012). The characteristics like faithful, on time and not
taking leave are no longer measured as attributes of good employee and value addition has
become the sole standard for performance appraisal (Singh et al., 2012). The private sector
companies like Taj measured being still operating old performance management process and a
survey on companies indicate a high degree of disappointment with the performance appraisal
systems (Singh et al., 2012). The survey specifies the disappointment of performance appraisal
system is mainly because of absenteeism of carefully organized and executed structure of
appraisal people inclined to judge the work performance of others, with subordinates, naturally
casually and subjectively which tends to create thoughtful, motivational, moral and lawful
problems in the work place (Singh et al., 2012). The other drawback for performance appraisal
system in companies like ONGC is even though they are well intended they are not executing it
appropriately due to poor monitoring and shadow up (Singh et al., 2012). The online
performance appraisal system called as “e-par” was implemented in Taj (Singh et al., 2012). The
online PAR system benefits to speed up the HR processes like promotion, special assignments,
and deputation out, rewards and incentives etc (Singh et al., 2012).
Features of e-PAR system:
Uniform application across the company and standardized performance criterion with
minimized subjectivity,
It is a system determined switch and monitoring apparatus allowing a single fact data
seizing and verification thereby falling the cycle time,
review path of dealings are well preserved, at the same time all the data is available on line,
PAR of all the employees were permitted in phases. It is grounded on Employee Self Service
Portal SAMPARC, which delivers connectivity to all employees, designed on SAP platform.
The e-PAR system has to mechanisms, i.e. the performance appraisal and the potential
appraisal (Singh et al., 2012).
Prior method of performance appraisal e-PAR system
No delivery to described goals at the
start of year.
KRAs/KPIs to be distinct at the start of
appraisal year.
Self appraisal by employee at the end of
valuation year, grounded on achievements
throughout the year.
Self assessment created on attainments
in contradiction of predefined KRAs/KPIs,
equally set
with Reporting Officer (Appraiser).
No provision for mid-term review Compulsory mid-term review
Individual appraisal by controlling officer
based on KRAs (volume of work, Quality of
output, Timeliness of Job).
Performance appraisal based on pre-defined
KRAs (Quantitative & Timeliness).
Impending Appraisal based on pre set
attributes and behaviors
Minor change by presence of punctuality.
Present system to be trailed.
Figure- 2.0, Source: Performance Management-Nurturing Performance Culture
Figure 2.1, Source:- Performance Management-Nurturing Performance Culture
Yes 95%
No 5%
Performance of Employee
Yes
No
Figure- 2.1, Source- Performance Management-Nurturing Performance Culture (As provided data by Taj
to the Researcher)
Figure:- 2.2, Source- Performance Management-Nurturing Performance Culture (As provided data by Taj
to the Researcher)
0%
5%
10%
15%
20%
25%
30%
35%
Training Requirement
Traits- Training Needs
Yes No To some extent
T R A I N I N G R E Q U I R E M E N T
65%
35%
TRAING REQUIREMENTS
Yes No Column1
Figure:- 2.3, Source:- :Performance Management-Nurturing Performance Culture (As provided data by
Taj to the Researcher)
Figure:- 2.4, Source:- Performance Management-Nurturing Performance Culture (As provided data by
Taj to the Researcher)
85%
15%
360 Degree Appraisal
Yes
No
Yes 95 %
Important tool for evaluating performance
Yes
No
Figure:- 2.5, Source:- Performance Management-Nurturing Performance Culture (As provided data by
Taj to the Researcher)
Analyse Conflict Resolution
“Conflict is defined as a process that begins when one party perceives that another party has
negatively affected, or is about to negatively affects something that first party cares about”
(Robbins and Judge, 2013).
Figure:- 2.6 Source:- teambuildersplus.com
30%
70%
Satisfaction with present PAS
Yes
No
Causes:-
1. Poor Communication
2. Lack of Openness
3. Failure to respond to
employee needs
Figure:- 2.6, Source:- Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional
Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89
Functional vs Dysfunctional conflicts
Figure 2.7: Functional Conflict Figure 2.8: Dysfunctional Conflict
Functional Conflict is a type of conflict that supports the goals of the group and improves its performance
while Dysfunctional Conflict is a type of conflict that hinders group performance (Robbins and Judge,
2013).
Figure:- 2.9, Source:- Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional
Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89
Task Conflict
Conflicts on
content and goals
of the work
Relationship Conflict
Conflicts based
on interpersonal
re.lationship
Process Conflict
Conflict over
how works
get done
Positive
Negative
Figure:- 3.0, Source:- www.edunote.info, The Conflict Process Model
Taj Group maintains a record book with manual and online system which aims at educating senior
executives on conflict resolution and other personality development creativities (Anand, 2010). The junior
level and middle level management in Taj the focus is on mainly conflict management (Anand, 2010).
The conflict management comprise coaching people skills also called as soft skills that are hard to
observe, enumerate and measure (Anand, 2010). Soft skills are needed in work as people relate to each
other for communicating, listening, cooperating as a team member, solving problems, contribute in
meeting and conflict resolving (Anand, 2010). The Taj Group training clearly reflects the struggle
Resolution Techniques used by the company and that comprises conflict determination techniques such as
problem solving, communication and super ordinate goals that tips to a outcome of increased group
performance (Anand, 2010).
References
1. Anand, K., 2010. Value Addition in Manpower thru Training & Development. Presented
at the 9th International Oil&Gas Conference and Exhibition, Petrotech, New Delhi, pp. 1–6.
2. Campbell, Lee, 1988. Self-Appraisal in Performance Evaluation: Development versus
Evaluation. Academy of Management, 13, 302–314.
3. Deb, T., 2009. Compensation management : text & cases, 1st ed. Excel Books, New Delhi.
4. Fang, T., 2003. A Critique of Hofstede’s Fifth National Culture Dimension. Sage, 3, 347–368.
5. Gill, R., Levine, N., Pitt, D., 1998. Leadership and Organizations for the new millinneum.
Sage, 5, 46–59.
6. Hussain, T., 2011. Building a Culture of Performance in a Dynamic and Hyper Competitve
Market Place (Human Resources), D&B HR SERIES-2011. Taj Group, New Delhi.
7. Ivancevich, J., 1983. Contrast Effects in Performance Evaluation and Reward Practices.
Academy of Management, 26, 465–476.
8. Kolb, D., Putnam, L., 1992. The Multiple Faces of Conflict in Organizations. Wiley, 13, 311–
324.
9. Lal, J., 2014. HUMAN RESOURCE MANAGEMENT IN ONGC (Human Resources). Taj
Group, Dehradun.
10. Mirza, S., 2003. Organisational Behaviour, 1st ed. Tata McGraw-Hill, New Delhi.
11. Mohr, Young, Burgess, 2012. Employee turnover and operational performance: the
moderating effect of group-oriented organisational culture. Blackwell Publishing Ltd, 22, 216–
233.
12. Muczyk, J., Holt, D., 2008. Toward a Cultural Contingency Model of Leadership. Sage, 14,
277–286.
13. ONGC, 2013. Practices in Training & Development in ONGC (Training and Development).
Taj Group, Dehradun.
14. PONDY, L., 1992. Reflections on organizational conflict. Wiley, 13, 257–261.
15. Robbins, S., Judge, T., 2013. Organizational behavior, 15th ed. Pearson Education, Harlow.
16. Rudani, R., 2013. Principles of Management, 1st ed. Mc Graw Hill, New Delhi.
17. Singh, R.., Kulshretha, A., Chaudhary, R., 2012. Performance Management-Nurturing
Performance Culture (A Case Study of Ongc-Oil & Natural Gas Corporation Ltd). International
Journal of Arts Management Humanity,1, 30–44.
18. Torrington, D., Hall, L., Taylor, S., 2011. HUMAN RESOURCE MANAGEMENT, 6th ed.
Pearson Education, London.
19. Tziner, A., 1984. A Fairer Examination of Rating Scales When Used for Performance
Appraisal in a Real Organizational Setting. Wiley, 5, 103–112.
20. Warner, J., 2013. At Issue: What Is Pay? NACD Directorship, 1, 45–51.
21. Woerkom, M., Reuver, R., 2009. Predicting excellent management performance in an
intercultural context: a study of the influence of multicultural personality on transformational
leadership and performance. Taylor Francis, 20, 2013–2029.
Critically assess Individual Personality and Attitudes as practiced in the
organization
Figure 1.0
Source:- www.shutterstock.com
To understand someone in the organisation, first we should know about his/her personality as,
“Personality shape our Behaviors” (Robbins, 2012).
Though we all know about the Big Five Personality Traits but, these are not the only traits that
describe people other than these traits are Narcissism, locus of control and self monitoring
skills. (Robbins, 2012)
Critical analysis of MBTI and Big Five Model in an organization:-
Figure 1.1 (MBTI model)
Source:- www.business2community.com
Figure 1.2 ( Big Five Model)
Source:- career.iresearchnet.com
The MBTI may perhaps dearth strong supporting suggestion but, the Big five model detentions
the characteristic differences among people. It delivers a comprehensive hypothetical outline to
understand the personality of individuals in organization.
Model of how big five traits influence OB criteria:
Big five traits
Emotional
Stability
Extraversion
Openness
Aggreableness
Conscientiousness
Why is it relevant?
a) Less adverse thoughtful and
negative emotions.
b) Less hyper vigilant.
a) Better interpersonal skills.
b) Greater social dominance.
c) More emotionally expressive.
a) Increased learning.
b) More creative.
c) More flexible and autonomous.
a) Better liked.
b) More compliant and confirming.
a) Greater effort and persistence.
b) More drive and discipline.
c) Better organised and planning.
What does it affect?
a) Higher job and life satisfaction.
b) Lower stress levels.
a) Higher performance.
b) Enhanced leadership.
c) Higher job and life satisfaction.
a) Training performance.
b) Enhanced leadership.
c) More adaptable to change.
a) Higher performance.
b) Lower levels of deviant behavior.
a) Higher performance.
b) Enhanced leadership.
c) Greater longevity.
Figure 1.3(Robbins, 2012) “Exhibit 5.2”
The research illustrates that, people working in an organisation must own abilities like; greater
determination and obstinate, more driven and well-organized and to do planning to deliver higher
performance, enriched leadership and countless endurance and thoroughness is one attribute that
instructs these potentials.
Figure1.4
Every Individual should have positive attitude towards personal and professional to
be happy and successful.
Every individual has its own way of exploring the surroundings, place or proceedings. Every
approach of discerning describes a being’s approach concerning the organisation and to his life.
Decent attitude of a individual can take the organisation to the next level and a person with the
wicked attitude can even run to substantial loss in the organisation.
As, Attitudes reflect the feeling an individual has towards other individual/s say his co-
worker, or a particular event. (Mukherjee, 2009) .
An attitude of a individual can be constructive or destructive to the similar entity.
For example:- One person who enjoys to hang out with groups not essential that another
individual also adores it.
Critical Analysis of Attitude in the organisation:-
Figure: 1.5 Source:- dsatamartialarts.com
Through affirmative attitude a person can effortlessly manage the routine concerns of life.
Positive attitude of a person aids a person to see the happier sideways of life and also comforts
individual to positively reach ones goal. Positive attitude touches not only the person but also the
being surroundings.
Though, the personnel with wicked attitude can even tip to shut down of the organisation in
which he/she is employed. The organisation should eradicate the employee with bad attitude
before the one make the circumstances inferior. As, bad attitude is like an transferable disease
that could be the reason for the collapse of the organisation.
Evil attitude can be transformed but, this is upon the individual whether individual wants to
reach the triumph or the one wants to sit back and wait for the organisation to fire the individual
employee out out.
2. Critically analyze the Motivation Theories as practiced in the
Organisation.
Maslow hypothesized that within every human being; there exist a hierarchy of five needs.
(Robbins, 2012)
Figure1.6 Source:- www.simplypsychology.org, Maslow’s Hierarchy of Needs Theory of
Motivation
Critical analysis of Maslow’s Need Hierarchy Model:-
Abraham Maslow specified that human behavior is never pleased once one need is fulfilled then
the individual pursues to fulfill the following one. One should constantly go stair by stair to
grasp their objectives and then he/she can encounter the advanced level development desires and
afterward that to the highest level i.e. Self Actualisation.
Every single person acquires the ability to stretch to the self actualization level.
However Maslow’s theory is implemented in most of the organizations but the foremost problem
with Maslow’s theory is there is no method to measure that how gratified the employee is by
his/her needs before he/she moves to the next level. Maslow’s model does not survey the
rampant-collation of the needs.
Critical analysis of Herzberg’s Theory:-
Figure1.7 Source:- www.strategicleadershipinstitute.net Herzberg’s Motivation Theory
“Herzberg’s Theory is also called the Two-Factor theory of motivation, as he discusses two
main classes of deficit and development needs.” (Udai Pareek, 2007)
Herzberg’s theory is very vital for all organisation as it is almost together hygiene and
motivating factors but statically organisations refer to Maslow’s theory. For example, every
employee would not appreciate this technique of motivating them by classifying their hygiene
and motivating influences yet some hygiene factors works as a motivators to employees. Thus,
Herzberg’s theory drives equivalent to Maslow’s theory constructing it easier to apply.
Comparison between Maslow’s Need Theory and Herzberg’s Theory in
Organisational Context:-
Maslow’s Need Hierarchy Model Herzberg’s Two-Factor Theory
Physiological
Safety Hygiene Factors
Love
Esteem Motivators
Self-Actualization
Figure1.8 Source:- Comparison between Maslow’s and Herzberg’s Motivation Theory (
Mukherjee, 2009).
Maslow’s Theory is completely grounded on the hierarchy of human needs. He studied about the
five sets of human needs and employees’ satisfaction and how they are motivated. Whereas,
Herzberg’s theory mentions to both hygiene and motivating aspects in his theory. In Herzberg’s
theory, needs are not organized in the efficient order. Maslow’s theory is centered upon the
human needs, it is modest and defined in a decent means. While, Herzberg’s theory defines that
how motivating aspects can be used efficiently.
Maslow’s theory is utmost appropriate in deprived and emerging nations. Furthermore;
Maslow’s theory is implemented where money is the big motivating influence. While;
Herzberg’s theory is appropriate in established and rich countries. In other words; Herzberg’s
theory is used where money is not much a big factor.
Though Maslow’s Need Theory has so many errors but stagnantly it is used in most of the
organisations this is because it emphases on only one mechanism that is; the necessities of the
people in the organisations and Herzberg’s theory concentrates on both needs in hygiene factors
and because of that it is not able to please the human needs in the organisation absolutely. So,
individual should shadow the thing that is able to satisfy the requirements of the
society/emploees.
According to the research in the Indian Company Taj Gateway;-
They were following the same way the way Maslow showed the hierarchy of needs to satisfy
their employees, with knowing a fact that organization can’t grow without fulfilling the needs
and motivating their employees.
3. Critically analyze Group and Team Behavior.
“All happy teams are alike; each unhappy team is unhappy in its own way.”:- Leo Tolstoy
“All happy teams are alike; each unhappy team is unhappy in its own way.”:- Leo Tolstoy
Figure1.9 Source:- www.lcnetwork.co.uk
The essentials that a group should comprise of:-
Figure2.0 Essentials of the Group
interaction among
members
Same Goal
Stability in the group
Respecting your Group members
A group is well-defined as, “a collection of two or more individuals, interacting and
interdependent, who have come together to achieve a common objective.” (Mukherjee,
2009). A group can never thorough its duty flawlessly if the associates of a group are not
cooperating with their group companions properly or they are not having a steady affiliation or if
they do not esteem their group companions. So, one should always take care that there group
should always have a constant environment and every associate of a group should esteem every
single person in his/her group for attaining their goals lacking any problems.
Five Stage Model of a Group:-
Figure2.1 Source:- www.scrum.nl Five Stage Model
According to the research in Indian Organisation, Taj Gateway;-
The researcher has observed that this organisation follows these five stages of the group and
virtually all the groups execute well in this organisation to accomplish their objectives at
predetermined time period.
As per, in the first stage; FORMING, the group is formed and their emphasis is to attain their
assignment and they start functioning accordingly. Now, the next stage is STORMING, in which
clash among the members of a set starts. So, every associate in a particular group should attend
to their leader to evade clash to influence their goals. Third stage is the NORMING stage. The
motivated group who is really concentrating in attaining their assignment reaches in this stage. In
this stage, every individual of the group have only one goal, that is; to achieve their mission on
the given time period, and all the team members are determined to work for the accomplishment
of the team. Next is the PERFORMING stage; in this company’s all groups are ambitious to take
this company to the next level so, they are all attentive and accomplish their assignment very
successfully in other words in this company team work is very decent and every member has
respect for the other individual and are attentive at one object only. Now, last but not the least
stage is ADJOURING; In this the company or a group has attained accomplishment in
completion of their assignment and now every individual of the team is doing his/her work
individually and efficiently.
Areas Teams Groups
Size Usually limited number of members Numbers of members may be
medium or large
Members
Selection
Very critically selected Random or Accidental
Purpose Collective Performance Information sharing
Skills Complementary Varied
Synergy Always Positive Neutral or negative
Accountability Individual and Mutual Individual
Leadership Shared or Rotating Individual and fixed
Perception Mutual knowledge and understanding Focus on leaders
Script Dynamic Interaction Togetherness
Figure2.2 Source:- Difference between groups and teams (Mukherjee, 2009)
Critically analysis of a Team:-
As per the figure 2.2, it can be easily said that team works more efficiently and effective way
than a group.
In a team, generally inadequate amount of members are judgmentally designated and as all
members in a team are accepting and have a vibrant interface amongst them to achieve their
goals. A good team will always possess progressive approach so, chances of conflict among the
members in a team is much inferior than a group. A worthy team should always involve of:
Possessions, Leadership, Belief, Enactment, by these potentials only team is different from
group.
Figure2.3 Source:- www.roertsmith.com
According to the research in Indian Organisation, Taj Gateway;-
The research illustrates that, in this company employees effort in a team to attain their objectives.
The employees always have a optimistic attitude and levers the difficulties very easily which
comes on their pathway. The employees in this company play a very vital role for it.
4. Critically analyze the Management of Change
Figure2.4, Source:- cdn2.hubspot.net
In present state, revolution is taking place universally and in the ecosphere whether it is
operational in the banks or education institutions or in corporate organizations transformation is
everywhere as new expertise are being developed every day. Many organisations are closed due
to lack of acceptance in mutable world and technologies. Just as Dinosaurs vanished because
they were not bendable enough to adjust the changing world like that only organisations are also
fetching nonexistent who are not embracing these new technologies of this altering ecosphere.
So, if an organisation wants to endure in this changing situation then the organisation has to
accept these new tools and familiarize the variations. If organisations will not revolutionise
themselves then they will not be able to deliver good quality of products and amenities that a
customer is envisioning from the organisation, results, enormous amount of loss.
Executing the change successfully in the organisation:-
Alteration in the organisation can be interior or exterior one should know how to classify that
alteration and how to come up with that modification.
For e.g;- If Boad Of Directors of any organization has come up with new rules and regulations
for the organization, all employees has to follow it, whether its in their favor or not.
An organisation should always retain an eye on their opponents that which new expertise they
are implementing or which new product they are going to launch or promote in the market which
will setback their clients concerning their organisation and organisation should always be
equipped for that revolution else their survival will be at minimal level. This current world thrill
those organisations out of the market that are not elastic enough to adapt these changing trends.
Significance of Leadership in Transformation:-
Management should always show a key role in applying changes successfully and if they don’t
change their leadership spots and elegance, this will result as thrown out of the competition as
well as from the market.
To overcome this change, administrators must have a master plans. The plans should tell about
the matters because of which they need transformation. This can cause anxiety in employees but
as a good leaders they should always encourage their employees and should always inspire them
to familiarize with that change. Management should always strategise about the forthcoming
according to the varying needs of the customers.
Figure2.5, Source:- The important elements of leadership
Leader should always have a vibrant revelation about the upcoming that what variations can
happen in the forthcoming and putting the effort consequently with their employees. He/she
should be a charismatic player and should be a twofold coil learner to inspire their employees
and to save his/her organisation from the altering realm.
Three Stages in Change:-
Figure2.6, Source:- Three Stages in Change
“Kurt Lewin argued that successful change in organisations should follow three steps:
unfreezing the status quo, movement to a desire end state, and refreezing the new change to
make it permanent.” (Robbins, 2012). These stages of modification communicates about how
concepts become old how they are revolutionized and how they are transformed according to the
changed consequence and for the existence for the organisation one should trail these steps
merely in order to be organized.
Unfreezing Changing Refreezing
The important elements of leadership
Creating Vison
Exhibitng Charisma
Learning new things
According to research in Indian company Taj Gateway:-
The company very well knows about the changing drifts of the today’s development and how to
hold with that. The employees are well trained by their team leaders to face any type challenge or
situation and how to respond during the time of that condition. The employees are also taught for
handling the clients at the while the slump and to embrace their customers in that company only,
they try their best to not to let their customer approaching any of their competitors. The company
embraces all new expertise that comes to please their customers at any price.
5. Critically assessment Organizational Design
Figure2.7, Source:- www.dreamstime.com
Leaders have an advantage in scheming the organisation. They have faith in organisation’s works
in the way it is designed to work. If the organisation is not intended appropriately then the
organisation can never extent to victory. As;
Designing means holistic thinking about the organisation. (Stanford, 2009)
Figure2.7, Source:-
Figure2.8, Organisizing Principles
Out of these principles of organizing, Personal ability is the most significant feature because
individuals are employed for the job and if the person is not accurate for that job then the goal of
the organisation cannot be accomplished as that person will not be talented enough to achieve his
assignment in the organisation.
Five thumb rules for designing:-
Figure 2.9, Five thumb rules for designing
Design for a reason
Before deciding a design develop various options
Right time of design
Things should be out of alignment
Should forecast
Objective Efficiency Management by
Exception
Authority and
Unity of
Command
Personal
Ability
Principles of Organizing
Individuals must always reflect about the upcoming afore they start conniving the organization.
As per, Designing for the future is better than designing for now. (Stanford, 2009).
Designing an organization without convincing motive or goal is of no use. So, a person should
constantly have a appropriate intention and a objective for designing an organization then only a
person can attain triumph in designing a decent and organized organization. If a person is not
objective leaning and do not forecast about the forthcoming for designing an organization then
that organization is of no use.
Nevertheless, if you achieve in designing a successful organization then you get the followings
as reward as a whole organizational entity:-
A good client amenity.
Productivity of the organization rises.
Such as, this world is altering every minute of the day in all senses, the individual should
continuously rise his/her efficiency or reintroduce themselves rendering to the changing world or
else this could tip to:-
Dearth of possession.
Emphasis on the client decreases due to lack of data.
Organisational Design as practiced in the Organisation:-
Virtually all the companies monitor some or the other organizational hierarchys and project that
distributes the employees in the clusters or squads and co-ordinates them to accomplish the
assignment in the organisation.
Figure 3.0
Mechanistic model is worthy for steady situation whereas; Organic model is worthy for
unceasingly varying surroundings which comprises revolution of fresh expertise and altering
drifts of the market and if change is not complete bestowing to the varying requirements of the
customer then it can tip to hefty losses in the organisation.
Critical Analysis of Organisational Design in the Organisation:-
According to the research in the Indian Company Taj Gateway;-
The organisation uses both kinds of model conferring to the situation in the organisation. Both
the models are significant for nearly each organisation as; Mechanistic model is used when there
is steady environment in the organisation and Organic model is used when there is continuous
alteration in the organisation. This organisation is elastic enough to use these both models
according to the situation in the organisation. The organisation is well designed and employees
there are future oriented.
Mechanistic Model Organic Model
Two Types of Organizational Design
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