This document discusses various internal factors that can constrain, threaten, or challenge organizations. It covers topics like individual abilities and attitudes, motivation, leadership, interpersonal dynamics, communication, conflict and stress, human resource management, organizational culture, and finance. For each topic, it identifies relevant internal factors and discusses how they can impact organizations. The overall document provides a framework for understanding different internal forces that can influence an organization's performance from within.

1. Organizational
constraints, threats &
challenges: The internal
factors
Abdul Rahman Ramdzan P92524
Muhammad Aklil Abd Rahim P92639

2. Topics To Be Covered
• Internal & external environment
• Constraints, threat & challenges
• Internal factors
Individual in
organizational
Motivation in
organization
Leadership &
influence
process
Interpersonal &
group dynamic
Communication
& coordination
Conflict & stress
HR
management
Organizational
culture
Finance
Performance,
quality &
productivity

3. Internal & external organization environment
Forces &
institutions
inside
organization –
can affect
organization’s
performance
Forces outside
organization’s
border that
interact directly
or indirectly
with it

4. Constraints, threats & challenges
Constraint
• Anything that
limits it from
moving forward /
achieving its goal
• Physical & non
physical
Threat
• Negative factor
in organization
• As obstacles to
achieve its
objectives
Challenge
• As obstacles but
not negative
factor
• Constraint &
threat is part of it

5. Dealing with individual in organizational

7. Physical & intellectual qualities
ABILITY
Individual’s
capacities to
perform well in
1/> areas of
activity
SKILL
More task
specific than
abilities.
COMPETENCY
Skills that have
been refined by
practice,
experience and
will lead to be
specialized in
field

8. Personality Locus of control
Authoritarianism
Dogmatism
Self monitoring
Self esteem
Risk propensity
degree of individual believes
that his behaviour has a direct
impact on the consequences of
that behaviour
extent to which individual
believes that power & status
differences are appropriate
within organization
rigidity of a person’s beliefs &
his openness to other
viewpoints
extent to which person pays
close attention to behaviour of
others & emulates it
extent to which person believes
that he is a worthwhile &
deserving individual
Degree to which individual is
willing to take chances & make
risky decisions

9. Attitudes & behaviour in Organization
• Mechanism through
which most people
express their
feelings.
• Job satisfaction:
attitude that reflects
extent to which
individual is fulfilled
in his work
Satisfied employee
• Absent less
• Positive
contributions
• Stay within
organization
Dissatisfied employee
• Absent often
• Stress disrupts co-
workers
• Looking for another
job

10. Discipline
• An action taken by manager to enforce the organization’s standards &
regulation

11. Organizational commitment
• An attitude that reflects
an individual’s
identification with and
attachment to the
organization itself.

12. Job involvement
• An individual’s tendency
to exceed the normal
expectations associated
with his job.

13. Dealing with motivation in organization
• A state of feeling in
which one is
energized to perform
a task in a particular
behaviour

14. Dealing with motivation in organization
• Theories & role of motivation Maslow’s hierarchy of
needs
McGregor's ERG
theory
Herzberg’s motivation-
hygiene theory

17. Issue in motivation
• Pay attention to all needs
• Money acts as hygiene
• Issue of control & authority
• Inadequate performance

18. Leadership &
Influence Processes
03
01
02
04
05
06
08
07
Constraints, Threats and Challenges in Dealing with:
Interpersonal &
Group Dynamics
Conflict & Stress
in Organization
Organizational
Culture
Organizational
Performance, Quality
& Productivity
Communication &
Coordination in
Organization
Human Resource
Management
Finance

19. Leadership & Influence Processes
0301
02 04
05
06 08
07
Leaders – leadership in quality, with vision
 Opening doors
 Removing barriers
 Rewarding successes
 Mentoring when failure happens

20. Leadership & Influence Processes: Constraints, Threat and
Challenges
1 Managing Power
2
3
4
5
Developing & Providing Trust
Providing Moral Leadership
Empowering Employees
Gender Differences in Leadership

21. Leadership & Influence Processes: Constraints, Threat and
Challenges
1
• Legitimate
• Coercive
• Reward
• Expert
• Referent
Managing Power

22. Leadership & Influence Processes: Constraints, Threat and
Challenges
2
• Honesty
• Competence
• Ability to inspire
Developing & Providing Trust

23. Leadership & Influence Processes: Constraints, Threat and
Challenges
3
• Leadership ethics
• Self-serving vs. serving others
Providing Moral Leadership

24. Leadership & Influence Processes: Constraints, Threat and
Challenges
4
• Increasing decision-making
discretion
• Delegation of tasks
Empowering Employees

25. Leadership & Influence Processes: Constraints, Threat and
Challenges
5
• Women – democratic, participative,
transformational leadership (transforms
self-interest into organizational goals to
motivate)
• Men – directive, command & control,
transactional leadership (rewards good
work, punishes bad work)
Gender Differences in Leadership
Robbins & Coulter (2003)

27. • Tight emissions standard for diesel cars in US
• VW installed “defeat devices” in select TDI (diesel) cars:
– Fooling enforcement officers whenever the car detected laboratory emissions testing by
activating their emissions controls (only during testing)
– 3rd Sep 2015: EPA threatens to not certify 2016 diesels, VW responds by admitting
software was programmed to cheat testing
• VW stock prices fell 40%, car sales in US fell 25%, $2.8 billion criminal fine, $18.32
billion to rectify issue
• Failure of moral leadership

28. Interpersonal & Group Dynamics
0301
02 04
05
06 08
07
Teamwork:
 Share responsibility and expertise
 Aim to bring parts together in a combined effort
 Clearly-defined roles for each member
 Building team spirit and cohesiveness

29. small
Group
BIG
Group
Faster at completing tasks
Fair results when engaged
in problem-solving
Relatively slower at
completing tasks
Better results when
engaged in problem-solving
Social loafing uncommon Social loafing common
Interpersonal & Group Dynamics: Constraints, Threat and
Challenges

30. Communication & Coordination in Organization
0301
02 04
05
06 08
07
Organizational communication patterns:
 Hierarchical communication
 The Grapevine
 Distorted communication

31. 1
2
3
4
5
Communication & Coordination in Organization: Constraints,
Threat and Challenges
Characteristics of Sender
Characteristics of Receiver
Interpersonal Dynamics
Environmental Factors
Integrating Vertical and Lateral
Coordination

32. Communication & Coordination in Organization: Constraints,
Threat and Challenges
1
• Conflicting signals
• Credibility
• Reluctance to communicate
Characteristics of Sender

33. Communication & Coordination in Organization: Constraints,
Threat and Challenges
2
• Poor listening habits
• Predispositions about subject at hand
Characteristics of Receiver

34. Communication & Coordination in Organization: Constraints,
Threat and Challenges
3
• Different perspectives
• Differences in language mastery
• Emotional reactions
Interpersonal Dynamics

35. Communication & Coordination in Organization: Constraints,
Threat and Challenges
4
• Noise
• Signal overload
Environmental Factors

36. Communication & Coordination in Organization: Constraints,
Threat and Challenges
5
• Vertical – integrate various levels of
organization’s hierarchy
• Lateral – balance the need for
autonomy and responsibility
Integrating Vertical and Lateral
Coordination

37. • Communication-based leader
responsibilities
• Senior managers failed to
meet responsibilities:
– Communicating appropriate
values
– Maintaining openness to signs
of problems
• Largest corporate bankruptcy
in US history in 2001

38. • Used to be one of the “Big Five”
• Now only left “Big Four”
– Deloitte
– PwC (PricewaterhouseCoopers)
– EY (Ernst & Young)
– KPMG
Found guilty of
criminal charges
relating to the
firm's auditing of
Enron
“...by the use of accounting
loopholes and poor
financial reporting – were
able to hide billions of
dollars in debt from failed
deals and projects.”
Enron scandal

39. Conflict & Stress in Organization
0301
02 04
05
06 08
07
Conflict and stress in organization:
 Causes of conflicts
 Causes of stress
 Consequences of conflicts and stress

40. Conflict & Stress in Organization: Constraints, Threat and
Challenges
Causes of conflicts
 Disagreement between individuals, groups or
organization
 Personality clash
 Work-related vs. personal
 Different beliefs or perceptions
 Competition for scarce resources

41. Conflict & Stress in Organization: Constraints, Threat and
Challenges
Causes of stress
 Psychological or physical response to excessive
demands
 Task demands (ER physician vs. admin doctors)
 Physical demands (field work vs. desk job)
 Role demands (role variety or conflict)
 Interpersonal demands

42. Conflict & Stress in Organization: Constraints, Threat and
Challenges
Consequences of conflicts and stress
 Individual
o Behavioral
o Psychological
o Medical / Physical
 Organizational
o Lower employee performance
o Decreased productivity
o Faulty decision making
o Absenteeism vs. presenteeism
o Lower job satisfaction
o Low morale
o Burnout

43. Human Resource Management
0301
02 04
05
06 08
07
Human resource management:
 Right number of people
 Right kinds of people
 Right places
 Right times

44. Human Resource Management: Constraints, Threat and
Challenges
EFFECTIVE MANAGEMENT OF
STAFF
Managing downsizing
Improving work
quality and retaining
quality workers
Managing
workforce
diversity

45. Organizational Culture
0301
02 04
05
06 08
07
Organizational culture is made up of:
 Shared values
 Beliefs and philosophies
 Experiences
 Customs
 Norms of behavior

46. Organizational Culture: Constraints, Threat and Challenges
Shared values
• Important concerns and
goals
Group behaviour
norms
• Common pervasive ways
of acting
Invisible &
Harder to
change
Visible & Easier
to change
Kotter and Heskett’s Two Levels of Culture

47. Organizational Culture: Constraints, Threat and Challenges
 Creating an ethical and innovative culture
 Creating a customer-responsive culture:
o Type of employees
o Limit rigid rules, procedures and regulations
o Empowerment
o Good listening skills
o Role clarity

49. Finance
0301
02 04
05
06 08
07
Financial constraints, threats and challenges:
 Corruption
 Non-anticipated development / disasters
 Procuring non-recurring special items
 Workplace behavior and employee theft
 Uncontrolled spending without a plan

50. • Champions League semi-finalist 2001  League one 2007
(3rd tier in English football)
• Took out large loans against the prospect of revenues from
Champions League qualification
• However, failed to qualify for the Champions League in two
successive seasons  insufficient income to pay loans
• Had to sell a considerable number of star players

51. Organizational Performance, Quality & Productivity
0301
02 04
05
06 08
07
Organizational performance, quality and productivity:
 Lack of commitment to improve
 Access to latest technology
 Absence or lack of R&D activities
 Reluctance to shake up the status quo
 Limited human and non-human resources (5Ms)

52. Organizational Performance, Quality & Productivity:
Constraints, Threat and Challenges
MAN
MONEY
MATERIALMETHOD
MACHINE
Others:
Manager
Message
Morale
etc etc

53. In Summary
• Man, Money, Material, Method, Machine (Manager,
Message)
• Managing these internal factors will help to increase
organizational productivity, job satisfaction, quality
employee retention and commitment of employees

54. References
1. Latiff, Khalib. 2008. Organizational Survival & Growth. Kuala Lumpur: Pusat Perubatan Universiti Kebangsaan
Malaysia, PPUKM.
2. Ministry of Health. 2000. Health in Malaysia: Achievements and Challenges. Kuala Lumpur: Ministry of Health.
3. Warden, G. 2002. Leadership in Quality: Some Things to think About. Quality Management in Health Care
11(1): 1-2.
4. Kotter, JP. & Heskett, JL. 1992. Corporate Culture and Performance. New York: The Free Press.
5. Robbins, SP. & Coulter, M. 2003. Management: International Edition. New Jersey: Pearson Prentice Hall.