Organisational Behaviour in a Global Context – Assignment Sample

Introduction to Organizational Behavior in a Global Context

The organisational behaviour within the global contexts is about the behaviors of individual which barriers within the international context. This occurs due to the differences in collectivism versus individualism, motivations, managerial styles, femininity versus masculinity and uncertainty avoidance. The report will shed light on the piece of writing related to the first formative task based on the collaboration, problem solving and teamwork. Moreover, it will delve into the second formative task to assess the impact of culture and understanding.

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Written Task 1: Evaluating writing

The performance of group within the formative task focused on the challenges and strengths as well within the collaborative learning, problem solving and teamwork. By making use of the team roles of Belbin as the effective framework, within it we were capable to evaluate how every team member focuses on the group’s efficiency (The Nine Belbin Team Roles, 2024). The major strengths were roles diversity in overall team. For instance, a team member mainly worked as a Coordinator, this makes sure that the tasks were managing the whole direction of group and delegated effectively. It helped us to aligned and focused with the major goals. Moreover, Resource investigator is important via bringing major perspectives and analyzing the external information.

On the other hand, we faced different challenges, mainly in time management and decision making (Akçakanat, 2020). Within the periods, the conflicts occur because of the various styles of working. The team’s shaper, who was assertive and driven as well, it conflicted with the Team worker, this mainly focused on the collaboration and harmony. While the efforts of team work developed the major cohesion, these lead to affect resolution of the critical issues.

Apart from these different challenges, the capability to leverage and adapt the strengths mainly contributed within the overall success. The major role of Implementer played a key role within making sure that the different tasks were efficiently executed, the completer finisher offered help in developing the final result.

Written Task 2: Case study

Evaluation of leadership approach of the Mr. River

The leadership approach of the Mr. Rivers within the Recreation centre mainly ineffective because of his authoritarian and rigid style. This works effectively with the organization culture which already exists. By implementing the leadership styles of the Lewin, the rivers mainly exhibit the leadership approach based on the autocratic (Uhl-Bien et al, 2020). This is making sure about the one-sided decision without team consulting. It mainly evidences within imposition of him related to the dismissal and roasters related to the strict duty. His failure related to the value recognition of the collaborative existing systems, this led to staff resistance and low morale as well.

From the Managerial grid of the Blake and Mouton perspective, the rivers focus on the leadership task oriented over the leadership of the relationship oriented (The Black Mouton Grid, 2024). This is focusing on the structure major concern but mainly staff consideration (Bratton, 2020). His background related to the military mainly influence the effective approach, in this the discipline and hierarchy are focused. On the other hand, centre worked effectively within the leadership style of the delegative. The major change within the style of management of him has totally affected the harmony of workplace.

Rivers focuses on the Low EI, mainly within the interpersonal skills which is poor, the interactions in the negative manner with the manager of deputy like as nameplate replacement with the title of military, office redecoration critiquing and welcome event rejecting. Furthermore, Theory X mindset of river assumes the requirements of workers demand for the disregarding and oversight the prior autonomy.

Should gender be consideration within the leadership selection?

The differences of the gender within the existing style of leadership, the gender need not to be mainly focused within the selection of leadership within the recreation centre. Apart from the selection needs to be base on the cultural fit, adaptability and leadership competencies. The research related to the leadership and gender that women focuses on the leadership traits based on the transformational, this is emphasizing on the employee engagement, inclusivity and collaboration (Francis and Alagas, 2020). These are different qualities which line up with the previous culture of the centre. On the other hand, not the each leader who are males mainly authoritarian, also the not each female leaders are based on the participative, The efficient leadership mainly relies on the leadership approach, experience and personality. Moreover, the role of theory based on the congruity focuses on the effectiveness of the leadership is mainly judged related to the stereotypes gender.

Written Task 3: Reflective writing

The remote work mainly is defining the modern international businesses feature, needing the effective employee motivation (Kim et al, 2019). Unlike office workers based on the traditional, the employee of remote mainly face the major challenges like as issues in managing the work life balance, immediate feedback lack and isolation. Implementing the theories of motivation might offer help in boost the job satisfaction, productivity and engagement.

Theoretical perspectives on the motivation

Expectancy theory showcases the workers are mainly encouraged and motivated when these believe that the effective efforts would increase the effective performance (Expectancy theory, 2024). The remote workers can face issues with the recognition and decreased the visibility. In order to counteract it, the organizations needs to set the performance metrics and clear goals, also provides the tangible rewards (Griffin et al, 2020). This includes the public acknowledgment, promotions and bonuses within the major virtual meetings.

Goal setting theory showcases the significance of the attainable, challenging and clear objective. The remote workers, these are mainly offering advantages from the regular progress and objectives and also lacking within the day to day supervision (Goal setting theory, 2024). The Managers need to apply the SMART objective and utilize the tools of collaborative such as Trello or Asana to track out the transparency within the progress.

Theory Y and Theory X provides the effective motivation among the workers. The theory X focuses on the need of worker which focused on the strict control (McGregor’s Theory X and Theory Y, 2024). The Y theory emphasize on the workers mainly are develop the autonomy and self motivated as well. The work based on remote line up with the Theory Y.

Recommendations for the remote workers motivation development

• The organization needs to focus on the remote workers recognition which contributes via opportunities for the professional development, financial incentives and virtual awards. It boosts the motivation via professional development, financial incentives and virtual awards (Bertassini et al, 2021).
• The managers need to schedule the informal chats. Virtual activities for the team building and regular check ins. applying the virtual policy based on the open door makes sure that the workers feel valued and connected.

Written task 4: Descriptive analysis

The organizational culture influences behaviors and attitudes of workers, as this introduced by the three level of culture of Schein. This includes the basic underlying assumptions, espoused values and artifacts as well. The framework offers the valuable insight within the IKEA and Uber’s distinct cultures.

At the artifacts level, the Uber focuses on the dynamic and high-tech environment characterized via the fast-paced operations, decision making tools based on the data centric and innovation driven workspaces. The different visible factors showcase the competitive ethos and aggressive strategy for growth. On the other hand, Artifacts of IKEA showcases the sustainability, functionality and simplicity, along with the design ethos of Scandinavian visible within the employee uniforms, furniture and physical space focus. This can boost the egalitarian bran and consumer centric focused.

The Uber’s espoused values showcase the culture based on the results oriented, this is focusing on the disruption, market dominance and innovation as well (Uber, 2024). The core values like as championing driver and hustling always, this aims to develop the consumer centricity and promote the thinking of the entrepreneurial (Kalwani and Mahesh, 2020). On the other hand, within the different regions, Uber carries different criticism related to the developing culture related to the hyper rivalry. This can focus on the growth over the well being of workers. On the other hand, espoused values of the IKEA like as cost consciousness focuses on the culture of people centric and togetherness focusing on the planet and people. The culture of IKEA focuses on the sustainability and teamwork, values which focuses in the different multinational operations.

At the basic underlying assumptions level, the organizational culture of the Uber is aligned within the disruption based on technology driven, risk taking and adaptability. The culture develops the workers to push the boundaries and challenge the norms. This might be aligned to the internal conflicts and ethical controversies. In context to IKEA, embodies the values of the respect, community and equality for the cultural diversity (Weatherly, 2021). The different assumptions develop the practices like as focusing on the environmental responsibility, empowering the workers. This is developing the high morale and loyalty as well.

Written Task 5: Comparative essay

Employee motivation: The motivation among the worker varies mainly among the IKEA and Uber because of the major differences within the operational models and organizational culture. Uber, as the platforms based on the technology depend on the independent’s contractors, operating internationally. This includes the drivers, this are for the different services and offerings. The motivational strategies of it are mainly extrinsic this is emphasizing on the financial incentives like as flexible work hours, bonuses and surge pricing. While the effective strategies are line up with the hygiene aspects of the Herzberg (Herzberg’s Two-Factor Theory, 2024). These can fail to resolve the intrinsic motivators like as personal growth and achievement sense (Kim et al, 2019). In context to the IKEA, this is focusing on the different intrinsic motivations via focusing on the culture based on the people centric, the IKEA focuses on the well being, teamwork and equality of workers. By making use of the Herzberg’s factors, the IKEA might focus on the career developmental opportunities, recognition and meaningful work (IKEA, 2024). For example, this provides the programs for development like as training “IKEA way” to boost the workers to grow in organization.

Sustainability practices: The sustainability is the key aspect within the organizational practices of IKEA, showcasing social responsibility and environmental commitment. Business model of the IKEA integrates practices of sustainability across the different value chain. The organizational initiatives, like as gaining the renewable energy 100% in the recycling programs and operations. This is line up with the TBL framework (Tripple Bottom line), this focuses on the economic sustainability, environmental and social. The commitment of IKEA to the sustainability is aligned with the different culture.

The approach of Uber to sustainability, this is considered less integrated within the major operations. The organization has focuses on the different initiatives like as Uber green. This permits the customers to select the hybrid and electric vehicles and Zero emission commitment by year 2040. On the other hand, Uber faces the major challenges within applying the sustainability practices within the international network, mainly within the electric vehicles with the limited infrastructure. As compared to the IKEA, the sustainability efforts of the Uber appear more developed via the pressures of regulatory.

Teamwork: The teamwork is important factor related to the organizational behavior, IKEA and Uber adopt the contrasting approaches because of the different structures of operation. The Uber operates with the different drivers who are working as the independent contractors. The effective structure can limit the team building and collaboration building, as the drivers majorly work with the less interaction and independently. In accordance with the developmental model of Tuckman, the teams’ progress via the adjourning, performing, norming, storming and forming stages. The model of Uber lacks the different factors which are important for the developing the cohesive teams, this can put impact on the shared values and organizational cohesion.

On the other hand, emphasize of IKEA on the teamwork is mainly aligned with the togetherness culture (Kuknor and Bhattacharya, 2021). The workers mainly collaborate within the hierarchies and departments, making the inclusive and supportive work environment. The flat organizational structure of IKEA encourages the collective problem solving and open communication, this is line up with the model of Tuckman. For instance, the IKEA encourages the teamwork via the different initiatives such shared objectives, projects based on the cross functional, developing the worker engagement and innovation. The collaborative approach mainly efficient within the retail operations of IKEA, in it teamwork boosts the operational effectiveness and consumer service.

Conflict management: The conflict management plays a major area in which the IKEA and Uber differ mainly. The result driven and high pressure culture mainly leads to the different issues and conflicts, mainly among the organization and drivers. For instance, the job security, working conditions and disputes related to over pay are common. Conflict management approach of Uber mainly be reactive and also resolve the different issues. The conflict management model of Thomas Kilamann focuses on the five key strategies accommodating, avoiding, compromising, collaborating and competing (Thomas Kilmann Conflict Management Model, 2024). The Uber mainly employs the effective and competing approach; it is focusing on the goals over the major contractors. In context to the IKEA, this mainly adopts the collaborative and proactive approach to values of inclusion and respect, conflict management. The organization mainly utilizes the conflict the major developmental and growth opportunity, conflicts and encourages the clear and open dialogue. For instance, HR policies of IKEA promote the resolution of the conflict via training and mediation programs which can equip the workers to resolve the constructive disagreements. The approach lines up with the collaborating strategy of Thomas Kilaman, this focuses on the relationship’s development and win-win solutions. The focus of IKEA on the mutual respect and collaboration helps to reduce the negative conflicts impact and make the harmonious environment of work.

Industry context and influence of market: The effective contracting practices within the IKEA and Uber are developed due to industries and respective markets. The Uber effectively operates within the economy gig, in which the scalability, speed and flexibility are important (Li, 2022). The transactional approach of Uber to reactive decentralized and motivates the conflict management. On the other hand, the models mainly result within the reputational challenges and worker dissatisfaction, mainly within the markets along with the effective protections of labor like as Europe. The practices of IKEA focuses on the teamwork sustainability and employee engagement, this mainly contributes with the long term success and brand reputation. These practices mainly are efficient within the cultures of collectivist, this includes the Europe and Asia and in this the environmental responsibility and teamwork are majorly valued.

Employee training and development: The major differences among the IKEA and Uber rely within the efficient approach to the training and development of workers. The IKEA mainly invest within the programs of training to develop the workers and line up with the major values. Via different initiatives such as learning centre of IKEA, the organization offers the structured opportunity for the training which emphasize on the technical skills, cultural integration and leadership development. The commitment of IKEA `to growth of workers lines up with the needs of Maslow hierarchy and plays a key role. It is mainly within the self actualization, as the workers are offered with the growth and learning in the organization. The major investment can boost the satisfaction among the workers and also increase the belongings and loyalty. As the employees feel that the effective development is being valued.

In context to Uber, its model related to the gig-economy can limit the different opportunities related to the enhancing the development and training. The major drivers are valued as the major contractors and independent as well. This can hinder the workers from the access the up-skilling programs and traditional training. The Uber also provide the resources like as driving tips and modules for the safety training, the effective initiatives are majorly compared to the IKEA’s comprehensive programs. The investment lack within the development of long-term workers showcases the transactional approach in which the workers offered value for the quick output. The approach might lead to major turnover rates and commitment lack from the different drivers, majorly within the markets of high competition.

Diversity and inclusion: Both Uber and IKEA have focuses on the steps to develop the inclusion and diversity, but the effective approaches might differ within the execution and scope as well. The IKEA has commitment based on the long-term standing which emphasize on the cultural diversity, rights of LGBTQ+ and gender equality (Wagner III et al, 2020). For instance, IKEA mainly collaborate with the different companies such as United Nations which can makes sure about the consumer diversity and promote the practices of labor. On the other hand, Uber mainly developed the strides within the inclusion and diversity, significantly within the workplace culture criticism. The organization has applied the different initiatives like as Inclusion and diversity reports, this can effectively track out the overall progress.

While these organizations focus on the strengths within the major areas, these offer the key developmental opportunities. The Uber can offer advantages from the effectively holistic approach adoption, this includes the career development and recognition. Moreover, developing the community sense among the drivers via the initiatives of the team building can boost the workers satisfaction and organizational cohesion. In context to IKEA, the teamwork and sustainability excellence, these faces the major challenges within developing the culture based on the people centric within the different markets. For example, the structure based on the flat organizational can be less efficient within the cultures of hierarchical. This needs the localized adoptions which manage the engagement and effectiveness.

CONCLUSION

Conclusively it states that, the effectiveness of group mainly influenced via the different roles in team developed via the Belbin. The developed strengths focused on the problem solving and creativity a well, managing the work styles and various personalities can be challenging. The development for the future can involve the structured decision making and allocation of roles to boost the cohesion and effectiveness within the teamwork. The organizational behavior plays a major role in develop the organizational outcomes and employee performance. By effectively comparing the IKEA and Uber plays a major role, along with the cultures and business models.

REFERENCES

Books and journals

• Akçakanat, T., 2020. The effect of happiness at work on Organizational Citizenship Behavior: The role of intrinsic motivation and resilience. In Handbook of research on positive organizational behavior for improved workplace performance (pp. 179-200). IGI Global.
• Bertassini, A.C., Ometto, A.R., Severengiz, S. and Gerolamo, M.C., 2021. Circular economy and sustainability: The role of organizational behaviour in the transition journey. Business Strategy and the Environment, 30(7), pp.3160-3193.
• Bratton, J., 2020. Work and organizational behaviour. Bloomsbury Publishing.
• Francis, R.S. and Alagas, E.N., 2020. Hotel employees' psychological empowerment influence on their organizational citizenship behavior towards their job performance. In Organizational behavior challenges in the tourism industry (pp. 284-304). IGI Global.
• Griffin, R.W., Phillips, J.M. and Gully, S.M., 2020. Organizational behavior: Managing people and organizations. CENGAGE learning.
• Kalwani, S. and Mahesh, J., 2020. Trends in organizational behavior: A systematic review and research directions. Journal of business and management, 26(1), pp.40-78.
• Kim, M., Kim, A.C.H., Newman, J.I., Ferris, G.R. and Perrewé, P.L., 2019. The antecedents and consequences of positive organizational behavior: The role of psychological capital for promoting employee well-being in sport organizations. Sport Management Review, 22(1), pp.108-125.
• Kim, M., Kim, A.C.H., Newman, J.I., Ferris, G.R. and Perrewé, P.L., 2019. The antecedents and consequences of positive organizational behavior: The role of psychological capital for promoting employee well-being in sport organizations. Sport Management Review, 22(1), pp.108-125.
• Kuknor, S. and Bhattacharya, S., 2021. Organizational inclusion and leadership in times of global crisis. Australasian Accounting, Business and Finance Journal, 15(1), pp.93-112.
• Li, Z., 2022. Characteristics and trends in unethical pro-organizational behavior research in business and management: a Bibliometric analysis. Frontiers in Psychology, 13, p.877419.
• Uhl-Bien, M., Piccolo, R.F. and Schermerhorn Jr, J.R., 2020. Organizational behavior. John Wiley & Sons.
• Wagner III, J.A. and Hollenbeck, J.R., 2020. Organizational behavior: Securing competitive advantage. Routledge.
• Weatherly, N.L., 2021. The ethics of organizational behavior management. Journal of Organizational Behavior Management, 41(3), pp.197-214.
• Online
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• McGregor’s Theory X and Theory Y, 2024. Online. Available through https://courses.lumenlearning.com/wmintrobusiness/chapter/reading-douglas-mcgregors-theory-x-and-theory-y-2/
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• Uber, 2024. Online. Available through <https://www.uber.com/in/en/