Organisational behaviour report

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Wryran

Business Finance

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2000 words. Please read the instructions given. Reference it. All the instructions are there in the word files. Please follow the instructions. Do check the feedback form to meet the requirement. I also give an example for this report.

Work place Report Topics

Topic 1. Stress Management
Topic 2. Effective Teamwork

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Orcanisational Behaviour Report: This repoit exainine the role of managers as leaders upon influencing employee behaviour, IT}otivatioii and commitment to achieving organisational goals within a retail SGIvice environment, focal to tlTe impleiT}Gritation of two conteinporary concepts; 61npowennent and servant leadership. Tile degree ill whicli manager inspire cliange and lead reflects tlie Inariagement techniques 11nplemented by a large retail group special ismg ill sport sales, upon managing positive employee relations within a sale oriented task focus of a sales assistant within a customer SGIvice context (Appendix I), Ex ected: Difference: Actual= Recommendations: lE;in owermemt . Employee Ginpowennent is a . 111 a retail context, . The delegation of power . 111 adopting managerial change InariageiTTent technique directed employee 61npowenneiTt solely to the store Inariager within a traditional sales towards the achievement of is centralized. Span of contradicts the proposed environment, Jansseii (2004) organizational goals tl}rough control is narrow as tasks concept of 'shin, ing vinyiJig suggests the implementation of a 'Grincliing people's jobs and giving are ordered and c/eg, 'ees qfpowei' with lowei. - people-based systein focal to power to exercise control over and coordinated down, as level ei, !ployees'. This sense 61nployee involveInGrit, would take responsibility for outcoines of power is given to store of dominance from an reduce tile restrictive and efforts' (Sahoo & Das, 2011, p. 46). managers tlirougli tile authority figure discourages fonnalized nature of controlling Tliis delegation of power througli implement an o11 of staff a sense of 'meaningfulness' task autonomy by store Inariagers restructuring job responsibilities selection* individualized and 'impact' ill their work (Janssen, 2004, p. 56). This would fosters a sense of competence and sale tasks and budgets, in upon negatively Influencing enable a responsive work-place ^! control tlTat opposes the traditional driving perfoiTnance Individual and organizational ei}vironment, where employees role of centralized tasks imposed by standards. commitment (Sahoo & Das, are valued for their selling skills 2011, pp. 47-48). as opposed to being evaluated. upper management througli Inspiring GIIange and increasing workplace coinmitment. . Empowei, I\Grit througli tlie . Management practices . TITe concept of effective . Fomes (2008) outlines tlie need to implementation of proactive within a retail context management in a sales adopt 'more challenging and management practices supports an implement Ginpowennent context implies the use of rewarding job' design, whicli organizational climate that tin'ouglT perfoiTnance nowe/' MCIi". ' to motivate better utilize tlie skills aiTd encourages the salesperson tlirougli; based SGIiemes. Employee behavior of salespeople knowledge of sale staff through 'choice/'ulness, of~off, inn7(!c!, self skills are directly towards company targets task identity, significance, system control, meaniitg/ichiess, measured by sale effort, (Ki. eitner, Kiriicki, 2013, autonomy and degree of unit, ei'SL!I 1118/1ce , upon exerting a wincli is acknowledged p. 371). This approach to responsibility, upon foaming sense of autonomy and discretion, tiltougl} reward incentives service differentiates from positive workplace relations freedom, personal connection and and punishment, in tlie belief that effort is an (Fomes, Rocco & Wolland, 2008, confidence in their own ability when building and retaining outcome of self- p, 340), Implementing a balance 'punic;!?unitg ill c/eel'sioii-Inclki, Ig ' confidence ill selling the detenninatioii and skill between tlie needs of salesperson for sales related tasks (Sahoo & Das, product and Gustoiner Ginpowered by a sense of and organization will govern fair 201 I, pp. 47-48). This perception is service self-efficacy and reward and equitable treatinent and regardless of tile reaching the consistency within the workplace. focal to the tileoretical framework I :^. that supports tlie argument tltat 'c/esii"ed old/come '(Sahoo & 'salespeople witlT InglT levels of Das, 2011, p, 52). selling skills' are 1110re likely driven by intrinsic motivation that are related to the 1170siti\, efy, 11,111ed expel'ieiices Gillp/oyees CISsocict!e with ex/libi'/ing Iheii' Idlei?I cmd ev?ei'tence oil cttsio, ,?ei. service msks' (SImintiras, Watkins, Ifie & Georgakas, 2012, p, 1383), . Sale managers are able to maintain . At a store level, the . Traditionally effectiveness . Kandu1^ (2004) S"ggests the higli levels of Ginployee salesperson reports within the retail sector is attitude and bellavior of the retail coininitment tlirougli the strategic directly to tlie store or facilitated by limits and manager should be 'congruent' 11npleinentatioii of 'Gillpowciv?lent CIS floor Inariager. Delegation controls opposing tlle witlT tlie value systeins of sale " cen!in/ mechc!Jim7i ' ill exercising a of tasks imitates a top concept of inspiring change personnel and is reflected through IPIcini?ec/ 41nd systemc!11c ' approacli down appTOaCli ill tlirougli trust and tlTe relational role of power tliat incoiporates; delegation of maintain the dominant cooperation, in shaping an between mangers and salespeople autliority, forTnatioii of committees, relationship of the organizational system the (Kandula, 2004, p. 523). The sense of trusteeship, employees manager' to all employee Incorporates a proactive and adoption of managerial techniques suggestion soneinG, InteractiOiT win} role. Tasks are primarily flexible approacli to that 61npowe^ ill"eedoin, ^:S top executives (Sanoo & Das, 2011, focused towards selling, engagement witli top incl
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