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1. Studocu is not sponsored or endorsed by any college or university
Sample essay question
Organisational Behaviour (Royal Melbourne Institute of Technology)
Studocu is not sponsored or endorsed by any college or university
Sample essay question
Organisational Behaviour (Royal Melbourne Institute of Technology)
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2. Part A: Essay Questions
Choose two (2) of the following four (4) questions. Each question is worth fifteen (15)
marks.
[30 marks]
Diversity management: 3 categories of diversity/3
benefits of cultural diversity for organisations operating in
a global context
Question 1)
Explain what is meant by ‘diversity management’ and discuss three (3) typical categories
of diversity. Also discuss three (3) benefits of cultural diversity for organisations
operating in a global context.
Answer:
Diversity management (definition) :
Diversity management is a process of managing employees’ differences and similarities
so that individuals can achieve maximum personal growth and can contribute positively
to organizational goals.
It is also the strategy of utilizing best practices with proven results to find and create a
diverse and comprehensive workplace. Successful strategies links diversity progress
directly to business results.
Some of the best practices include effective use of employee resource groups, diversity
councils, mentoring and sponsorship, and supplier diversity.
3 typical categories of diversity –
1) Demographic (Example – Gender, ethnicity, age )
Demographic studies the population that is based on factors like age, race and sex
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3. etc. Government, corporations and non-government organizations uses
demographics to learn more about a population’s characteristics for many purposes
which includes policy development and economic market research.
Most of the huge companies like, 7-eleven and Breadtalk will conduct
demographic research so as to determine how to market their product or service
and best capture the target audience.
2) Psychological (Example – Values, beliefs, knowledge )
3) Organizational (Example – occupational tenure, hierarchical)
Organizational diversity in the workplace refers to the total makeup of the
employee workforce and the amount of diversity included. Diversity refers to
differences in various defining personal traits such as age, gender, race, marital
status, ethnic origin, religion, education and many other secondary qualities.
3 benefits of cultural diversity for organizations operating in a global context –
The cultural diversity allows an individual to have the ability to perceive, appreciate, and
empathies with people from other cultures, and to process complex cross – cultural
information.
Here are 3 beneficial factors:
1) It will create awareness of, openness to, and respect for the other views and
practices in the world.
2) It will have the capacity to empathies and act effectively across culture.
3) It will have the ability to process complex information about novel environments.
4) It will have the ability to comprehend and reconcile intercultural matters with
multiple levels of thinking.
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4. Expectancy theory
Q2) Use all three (3) components of Expectancy Theory to explain why some
employees are motivated to show up for work during a severe storm whereas others
make no effort to leave their home.
Definition of Expectancy theory:
The Expectancy theory states that employee’s motivation is an outcome of how much an
individual wants a reward (Valence), the assessment that the likelihood that the effort will
lead to expected performance (Expectancy) and the belief that the performance will lead
to reward (Instrumentality).
A framework that holds that people decide to act in a certain way because they are
motivated to select a specific behavior over other behaviors based on the expected result.
3 Components of Expectancy theory
Expectancy theory has three components: expectancy, instrumentality, and valence.
1. Expectancy: effort → performance (E→P)
Definition:
Expectancy is the belief that an effort (E) will result in attainment of desired
performance (P) goals. Usually, this belief is based on an individual's past
experience, self-confidence, and the perceived difficulty of the performance
standard or goal. Factors associated with the individual's expectancy perception
are competence, goal difficulty, and control.
Hence, some employees are motivated to turn up for work while some are not is
because the expectancy component means that the employee will have a desired
performance or goals set for themselves and hence they have a competence end
goal to achieve. Therefore, they are willing to show up for work even if it means
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5. to step out of their comfort zone due to the storm when they could be staying at
home.
2. Instrumentality: performance → outcome (P→O)
The other component of expectancy theory is “Instrumentality”. Instrumentality is
the belief that a person will receive a desired outcome (O) if the performance
expectation is met. This outcome may come in the form of a pay increase,
promotion, recognition, or sense of accomplishment. Instrumentality is low when
the outcome is the same for all possible levels of performance.
Therefore, employees will show up for work during a storm when instrumentality
expectancy theory is being introduced to them as they look forward to receive
benefits for showing up at work during a severe storm.
3. Valence: V(R) outcome → reward
The last component of expectancy theory is Valence. Valence is the value
individuals place on outcomes (O) based on their needs, goals, values, and sources
of motivation. Factors associated with the individual's valence are values, needs,
goals, preferences, sources of motivation, and the strength of an individual's
preference for a particular outcome.
Hence employees will be motivated by Valence as it is a self-motivating factor for
employees as they will do things efficiently as they have a certain end goal to
achieve.
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6. 3 advantages & disadvantages of teams
Q3) The late management guru Peter Drucker said, ‘The now-fashionable team in
which everybody works with everybody on everything from the beginning rapidly is
becoming a disappointment.’ Discuss three (3) problems associated with teams in
organisations.
Define Teams in organization:
The behavior relationships between members of a group that are assigned connected
and task within a company.
Advantages Disadvantages
- Opportunity for members to
learn from each other
- Combination of ideas and
abilities
- Foster greater cooperation
among team
- Greater Variety, Significance and
feedback
- Free riding may occur
- Conflicts may develop
- Some individuals are not
compatible with team work
- Time – Consuming due to need
for coordination and consensus
5 strategic approach to conflict handling & circumstances
in which each would be the most appropriate (CHAP 8)
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7. Outline the five (5) strategic approaches to conflict handling and discuss the
circumstances in which each would be most appropriate.
5 Conflict handling styles
1) Problem solving
It is best use when –
o Interest are not perfectly opposing
o Parties have trust/openness
o Issues are complex
o Problems: Other party takes advantage of information
2) Yielding
It is best used when –
o Other party has much more power
o Issue is much less important to you than other party
o Value/logic of your position is imperfect
o Problems: Increases others’ expectations; imperfect solution
3) Avoiding
It is best used when –
o Conflict is emotionally charged (Relationship Conflict)
o Conflict resolution cost is higher than benefits
o Problems: doesn’t resolve conflict, frustration
4) Forcing
You win, I lose
(Long term)
Problem solving
50-50
Compromising
(short time)
Avoiding
(I may force you
to agree with me)
I Win, you lose
 Being bullied
 Constantly yielding
Temporary
Forcing
Assertiveness
(Motivation to
satisfy one’s
own interest)
High
Yielding
I lose you lose
Cooperativeness
(Motivation to satisfy
other party’s interests)
Low
High
Low
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8. It is best use when –
o You have a deep conviction about your position
o Quick resolution required
o Other party would take advantage of cooperation
o Problems: Relationship conflict, long-term relations
5) Compromising
It is best use when –
o Parties have equal power
o Quick solution is required
o Parties lack trust/openness
o Problems: Sub-optimal solution where mutual gains are possible
Conflict can also be resolved through negotiation (to achieve a win-win
situation)
Negotiation:
o Conflicting parties attempt to resolve their divergent goals by
redefining the terms of their interdependence.
o Need to consider desired outcomes, tactics, deal design and the
scope of the negotiation.
Discuss the reasons for the popularity of the
Transformational approach to leadership
Exam question
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9. 1) Mc Shane and Travaglione ( 2007 ) emphasize that charismatic leadership is not
the same as transformational leadership.
(i) Define (a) Charismatic Leadership (b) Transformation Leadership
(ii) Discuss how charisma relates to leadership
(iii) Explain what the key differences are between charismatic and transformational
leadership?
Answer:
I agree Charismatic Leadership is not the same as Transformational leadership.
(i)(a) Charismatic Leadership is defined as leadership based on the leader's ability to
communicate and behave in ways that reach followers on a basic, emotional way, to inspire and
motivate. We often speak of some sports and political leaders as charismatic. An example would
be John F. Kennedy. Some leadership say charismatic is essential for transformational leadership.
However, Charismatic leadership is different from transformational leadership.
Charismatic leaders are essentially very skilled communicators – individuals who are both
verbally eloquent, but also able to communicate to followers on a deep, emotional level. They
are able to articulate a compelling or captivating vision, and are able to arouse strong emotions in
followers.
(i)(b) Transformational leadership is also about a set of behaviors to bring about change.
Transformational leaders are defined as people who, inspire followers to transcend their own
self-interests for the good of the organization and are capable of having a profound and
extraordinary effect on their followers. They pay attention to the concerns and developmental
needs of individual followers, they change followers’ awareness of issues by helping them to
look at old problems in new ways; and they are able to excite, arouse, and inspire followers to
put out extra effort to achieve group goals. They are the change agents and are always leading to
change the organization to fit the environment.
(ii) Charisma is a personal trait that provides referent power as it does not necessarily attempt to
change the organization. Charisma is really a process. It is an interaction between the qualities of
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10. the charismatic leader, the followers and their needs and identification with the leader. It is also
the situation that calls out for a charismatic leader, such as a need for change or a crisis. But
when it comes to the charismatic qualities of leaders, the emphasis is on how they communicate
to followers and whether they are able to gain followers’ trust, and influence and persuade them
to follow. These kinds of leaders guide or motivate their followers in the direction of established
goals by clarifying role and task requirements.
Hence Charisma is relatable to Leadership as they are in dependable on each other as a leader
without charisma is a normal ordinary leader.
( iii ) The key differences between Charismatic Leadership and Transformation leadership is that
Transformation leadership has the goal to bring a change in the organization whereas
Charismatic leadership has no intention in changing the organization.
Charismatic VS Transformation
Charismatic Leadership Transformation Leadership
1) Vision and articulation 1) Idealized influence
2) Personal risk 2) Inspirational Motivation
3) Sensitivity to follower needs 3) Intellectual Stimulation
4) Unconventional behavior 4) Individualized consideration
5) Insufficient to account for
transformation process
5) More broader than Charisma
2) Transformation leadership is currently the most popular perspective of leadership.
However it is far from perfect.
(i) Define transformation leadership.. Give 2 examples..
Answer:
Transformational leadership is also about a set of behaviors to bring about change.
Transformational leaders are defined as people who, inspire followers to go
beyond their own self-interests for the good of the organization and are capable of
having a profound and extraordinary effect on their followers. They pay attention
to the concerns and developmental needs of individual followers, they change
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11. followers’ awareness of issues by helping them to look at old problems in new
ways; and they are able to excite, arouse, and inspire followers to put out extra
effort to achieve group goals. They are the change agents and are always leading
to change the organization to fit the environment.
2 examples:
1) Diversified
Diversified businesses operate in multiple industries. Warren Buffett transformed
a clothing manufacturer, Berkshire Hathaway, into a giant holding company that
consistently outperforms its stock market peers. Jack Welch joined General
Electric as its chief executive officer in the early 1980s. He set about transforming
a bureaucratic organization into a lean and agile powerhouse. He motivated his
business managers to strive to be among the best and they responded.
2) Technology
There have been many transformational changes in technology and undoubtedly
there will be many more. The development of computing technology by Apple,
IBM, Intel, Microsoft and others in the late 1970s and the early 1980s was a
transformational event.
(ii) Discuss one limitation of transformation leadership.
1)Lack of Detail
A transformational leader is effective at motivating and rallying a staff behind a
singular company vision, but he often lacks the attention to detail required to
create a strong corporate structure or follow company policies, according to the
Mind Tools website. The transformational leader is concerned with the overall big
picture and sometimes neglects the daily operational details.
2) Disguising Reality
The transformational leader operates primarily through motivation. She
encourages employees to succeed by convincing them to take on more
responsibility and improve themselves through training and hard work. But a
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12. transformational leader can sometimes blur the line between reality and
inspiration.
To get the results she wants, the transformational leader will continue to
encourage an employee through inspiration and praise for the employee's
performance. The reality could be that the employee lacks the skills to perform
the job tasks assigned to him and the transformational leader offers only words of
encouragement when training is needed.
Power most potent when not seen/felt? Provide
organisation example
5 Power:
1) Legitimate
- Defined from one’s position in the organization
- Eg: A CEO Determines the overall dieection of the company and the
resources and needs of the company
2) Rewards power
- One’s capacity to give valued rewards / remove sanctions( punishment)
- Eg: A leader of a programming team can increase productivity by having
benefits like team outings etc.
3) Expert Power
- One’s superior skills, knowledge/abilities in certain area.
- Eg: A computer programmer can influence the design of an application
because of their knowledge of a code base.
-
4) Coercive power
- One’s capacity to administer punishment or remove benefits using threat.
- Eg: An employer can use coercive power to get the employee to finish her
work like not allowing her to take leaves unless she finish her work.
5) Referent Power:
- Referent power means the relationship with others, friendships and
leadership
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13. - Eg: An employer being well liked by employees and has influence over
them as he is likable by them.
Organisational Culture
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