Organisational behaviour case study Essay Essay Example

Organisational behaviour case study Essay Essay Introduction The chief end for any concern has ever been to increase net income borders. In the past the companies focused merely on the figure of productions and other proficient issues. whereas other facets. such as human recourses direction. were non valued as of high of import. These yearss. concern environment has changed dramatically. It is believed that organizational behavior is one of the chief countries for possible betterment in order to run a sustainable concern ( Robbins et al 2011. p. 8 ) . This instance survey will analyze the internal direction schemes of Westpac group ( Westpac ) . one of the four chief Bankss in Australia. It shows how Westpac uses organizational behavior rules to increase occupation satisfaction to actuate its employees. It will besides explicate how the company supports its employees in struggle state of affairss and analyze the leading manners of the bank’s Chief Executive Officer ( CEO ) . Gail Kelly. Surveies have shown that utilizing the appropriate organizational behavioural techniques can advance a motivated. satisfied and conflict free work force. but how does Westpac actuate its staff and how satisfied are its employees in their occupation functions? We will write a custom essay sample on Organisational behaviour case study Essay specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Organisational behaviour case study Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Organisational behaviour case study Essay specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Job satisfaction and motive Westpac being a big. good established company is good cognizant of how finding. retaining and actuating its employees can be important for a successful concern to thrive ( Westpac 2006 ) . The company is faced with actuating employees and. in bend. bring forthing high occupation satisfaction throughout all degrees of the administration ( Root 2014 ) . It can besides be deduced that if employees feel occupation satisfaction so this. consecutively. will filtrate through to make a positive experience for Westpac’s clients every bit good. However. in order to bring forth a motivated work force. Westpac must offer its employees benefits. wagess and acknowledgment. which are a few of the cardinal causes of occupation satisfaction ( Robbins et al 2013. p. 59-74 ) . These incentives come in many different signifiers and are sometimes. specific to an employee’s demands. When actuating a individual with a benefit or wages. Westpac must understand that each single individual will value a wages otherwise ( Root 2014 ) . For illustration. an employee with a immature household may value paid parental leave. or a shorter on the job twenty-four hours. over a publicity or a wage addition. Westpac shows that they understand that non all employees are the same and have differing demands by ranking foremost in 2013 in the one-year benchmarking study ‘Work/Life Initiatives’ for their flexible work options. offering 12 hebdomads paid parental leave. entree to child attention every bit good as offering flexible on the job hours ( ‘Westpac leads in satisfaction poll’ 2013 ) . However. for another employee. a valued wages may take the form of chance to travel up in the company. If an employee is promoted to a function they have been endeavoring to obtain so that publicity is a agency of recognizing their difficult work and finding and makes the employee more motivated in their occupation and the company. therefore bring forthing occupation satisfaction ( Robbins et al 2013. p. 59-74 ) . while profiting the company excessively. There are many ways that Westpac generates motive and in bend occupation satisfaction. nevertheless. one of these is through occupation enrichment ( Darling 1997 ) . This is the pattern of heightening an employee’s person occupations and increasing duty which. in bend makes the occupation more stimulating and honoring for the employee. by giving them more control over their work and how they perform it. advancing increased occupation satisfaction ( Robbins et al 2013. p. 171-190 ) . By giving employees more duty and control of the work they are making increased occupation satisfaction. as a deficiency of control or stimulation is frequently a cause of emphasis and ennui. which causes a lessening in motive. It is difficult to challenge that the right employee motive creates occupation satisfaction. and in bend client satisfaction. In 2013. Westpac surveyed its employees and 70 % said they were committed to their occupation. moreover. in the same twelvemonth Westpac came out on top of the four chief Bankss for client satisfaction ( Bennet 2014 ) . Westpac topographic points great accent on the bar and declaration of possible struggles between its employees. It can besides be said that by making a more comfy workplace for employees this will in turn contribute to the efficiency of the company’s public presentation as a whole. Conflict direction It is hard to conceive of any workplace to be wholly conflict free. First of all. workplace brings together people with different values. personality traits and people of different ages. Furthermore. when there is increased force per unit area on employees to run into marks. complete undertakings faster frequently with a deficiency of resources. tensenesss can originate and the work environment becomes increasingly more nerve-racking for the employees. This means that colleagues ever need to seek an appropriate manner to interact with each other at work. However. it is besides an issue for directors as they are responsible for comfy communicating and struggle declaration between workers. Harmonizing to Robbins et Al ( 2012 p. 450 ) . there are three chief causes or beginnings of struggle: communicating. structural factors ( such as size of a group and specialization ) and personal variables ( including personality. emotions and values ) . Analyzing the struggle direction system of We stpac. it is just to reason. that the company is more focussed on the bar of struggles that may originate from personal variables. As an illustration. the company pays great attending to the rights of employees to an equal employment chance. Indeed. today the enlisting patterns of many companies indirectly discriminate possible employees because of their race. gender. age. sexual orientation or cultural background. One of the chief schemes of Westpac is to make a balanced work environment. free of torment and favoritism. Harmonizing to Westpac ( People policies 2014 ) . the handling claims about the events of favoritism applies to all employees. clients and spouses working for the company. Westpac takes all sensible stairss to forestall possible struggles caused by such events from happening in the workplace. The company requires all employees to set about particular discrimination/harassment preparations and requires them to be familiarised with the current favoritism and harassment policies and processs. Two other types of personality-based struggle in the workplace are emotional-based and values-based. The ability to equilibrate emotions and grounds. understand the involvements of each other every bit good as the ability to keep good communicating and remain dependable can assist to forestall and pull off a struggle ( ‘Managing Conflict’ 2007. pp. 46-47 ) . In order to keep a comfy work environment for the employees Westpac has created the Employee Assistance Program. which provides employees with confidential reding on a scope of issues. such as household mournings. deficiency of occupation satisfaction. results of mark oriented direction. emphasis and trauma direction. Another foundation. Critical Incident Management Program. helps employees after traumatic events: personal menaces in the workplace. the decease of work co-workers and menaces from different external events. Why is it of import for the company to pay so much attending to such type of struggle? As Robbin s et Al ( 2012. p. 448 ) province. relationship struggles are dysfunctional. It means that they have a negative impact on the work efficiency. This point of position was shared by Karim ( 2009. p. 289 ) . who argues that emphasis on the occupation causes lower productiveness and hapless public presentation in the administration. As an illustration. pull offing traumatic incidents can significantly cut down employee’s absences after the event ( ‘Prompt injury direction can cut down employee absence’ 2007 ) . The company aims to promote staff members to describe any error in order to assist directors to adequately pull off hazard and cultural issues. Examples of error can be a breach of Westpac’s Policies and Codes. improper behavior and safety issues. As a portion of struggle direction. the company has established the ‘Concern Reporting’ system ( Westpac 2013 ) . It includes an online and telephone service. which allows anon. communicating. which connects employees to trained specializers from an independent administration. However. if the struggle has already occurred. Westpac has a figure of procedures to foreground issues between employees and their directors with farther probe with senior directors if the issue is non resolved. It is of import to gain that the relationships between employees are really susceptible to the leading manner set in the group. Leadership manners Leadership plays an of import function to maximize efficiency and to accomplish organizational ends. Effective leaders have an ability to actuate and animate employees and contribute to the great success of the company ( Keskes 2014 ) . Gail Kelly emphases the importance of puting a clear way for an administration and joint all employees and other stakeholders ( ‘Leadership advice from the CEO of Westpac. Gail Kelly’ 2014 ) . This manner of leading has been successful to accomplish the company’s ends and visions. This achievement brought her as a magnetic leader and her personal appeal helps her to all employees commit to the house and bring forth higher fiscal public presentation ( Davidson et all 2009. pp. 386-387 ) . Now she is ranked the 11th most powerful adult female in the universe and is Australian’s highest paid businesswomen. Harmonizing to Goleman et all ( 2002 ) . leadings are divided by six types. viz. airy. coaching. affiliative. democratic. p acesetting and commanding. Each type of the leading can be used apart. depending on state of affairss. Companies spend a great trade of money on new procedures and efficiencies to increase one per cent of bottom-line profitableness. but 30 per cent of the company’s bottom-line profitableness is responsible by leading manner. Therefore. it is really of import to utilize leading manners to react to different state of affairss efficaciously. These yearss. dramatic alterations can be seen across the fiscal services. Australian Bankss have competed for the biggest portion of the place loans market. However. this competition has shifted to acquiring customers’ sedimentations. When the company prosecute a new way. airy leading manner is the most appropriate. The aim of this manner is to travel people towards a new set of shared marks with clear account. Many companies end up with failure to alterations due to decelerate response or when employees are non certain about the way of the house. One of the great successes of Westpac is that Gail Kelly uses this manner efficaciously ( ‘Leadership Styles’ 2011 ) . Another manner of leading that is built-in to Gail Kelly is affinitive manner. Affinitive manner of leading is besides seen to accomplish high employee satisfaction ( Brook. K 2003 ) . Westpac put the value on the importance of teamwork and the diverseness of employees irrespective of age. race and ability ( People policies 2014 ) . The company helps the employees’ to work out personal jobs and encourages them to be more cohesive in order to make a comfy work environment. This manner of leading is utile to heighten squad harmoniousness. increases the morale and the betterment of communicating in employees. that is indispensable in current volatile state of affairs in fiscal industry. However. affinitive leading would be unsafe to utilize by itself since its emphasis’s on group work and it might advance hapless public presentation or no future growing. For this ground. the demand to unite different manners of leading. that the company does successfully. is indispensable to make the ends of the concern ( Robbins et al 2011. Ps 357 ) . Decision Organizational behavior is more than merely the rules of how people can work in the group together. It is a complex survey that shows how the right interaction of employees can profit the business’s effectivity. The analysis of Westpac Group has revealed that the company endeavours to increase occupation satisfaction of the employees by honoring each individual correspondingly. Therefore. in order. has a good consequence on the production effectivity. doing positive feelings among clients. The company appreciates the diverseness among its employees and successfully manages the struggles caused by personal jobs every bit good as struggles in relationships with others. The Westpac’s system of struggle direction helps to forestall a possible diminution in occupation public presentation and creates a comfy work environment. The instance survey has besides revealed that the company benefitted from the efficient usage of different manners of leading. The ability to rapidly react to the volatility in a finance sector by altering leading manners helps Gail Kelly to take the concern successfully. heightening squad engagement and overall part. MentionsBrooks. K 2003. ‘Primal Leadership: Gaining the Power of Emotional Intelligence’ . Human Resource Development Quarterly. 14. 2. pp. 235-238. Business Source Complete. EBSCOhost. viewed 6 September 2014. Darling. K A ; Arn. J 1997. ‘How to efficaciously honor employees’ . Industrial Management. 39. no. 4. Masterfile Premier. EBSCOhost. viewed 8 September 2014. Davidson. P. Simon. A. Woods. P A ; Griffin. Roentgen 2009. Gail Kelly. bank executive – outstanding leader and director in Management: Core Concepts and Applications. John Wiley A ; Sons. Milton. Queensland. ‘Dealing with Workplace Conflict’ 2006. Point For Credit Union Research A ; Advice. p. 19. Business Source Complete. EBSCOhost. viewed 29 August 2014. Goleman. D. Boyatzis. R A ; McKee. A 2002. Cardinal leading: Learning to take with emotional intelligence. Harvard Business School Press. Boston. USA. Karim. N 2009. ‘Stress in Organsations: Management Strategie s’ . Dialogue ( 1819-6462 ) . 4. 2. pp. 286-300. Academic Search Complete. EBSCOhost. viewed 25 August 2014. Keskes. I 2014. ‘Relationship between leading manners and dimensions of employee organisational committedness: A critical reappraisal and treatment of future directions’ . Intangible Capital. 10. 1. pp. 26-51. Business Source Complete. EBSCOhost. viewed 10 September 2014. ‘Leadership Styles 2011’ . The Wall Street Journal. pp. 1-3. viewed 9 September 2014. . ‘Leadership advice from the CEO of Westpac. Gail Kelly’ 2014. Australia Business Review. viewed 30 August 2014.

Knowledge Management The WritePass Journal

Knowledge Management Abstract Knowledge Management ). One aspect of the NHS that is particularly admirable is the commitment that they demonstrate to strategic development. One can see that there is a strong commitment to being a learning organization in the flexible approach that they take to strategy. The increasingly demanding challenges of people in general having to make time to visit healthcare professional has been noted by the NHS and therefore they are adapting new strategies on how to provide healthcare to people without having to physically engage with the patient/customer. These can be seen on the strong online presence that NHS has providing symptom checkers, interactive quizzes and health articles. By doing this, the NHS are promoting a kind of public awareness towards health care issues and in doing so, strongly engaging in CKM by creating this shared value system, being one that is committed to good quality healthcare. Furthermore, because the NHS is a kind of public entity there is a large spectrum for public participat ion. Looking In Once a strategy has been realized, one can look to internal methods of promoting these strategic objectives. As noted above, the NHS has a strong online presence involving technological innovation which allows for widespread and effective information dissemination. A very useful byproduct of these strategic initiatives is that it promotes a system of accounting whereby stakeholders are responsible for themselves. In doing so, one promotes the idea that individuals are responsible for their own wellbeing. There is a clear link here between the aims of CKM and those of the NHS. By providing information and self diagnostic criteria, there is an empowerment that is revolving around customer participation. In doing so, the NHS is also receiving critical data which in turn will assist the institutional KM objectives. By assessing the information provided by the symptoms test, crucial information relating to current ‘trends’ in the market can be used to assess things like produ ct demand, service delivery and service demand to ensure that there are the correct available services in relation to those demands. With this there becomes a need for internal exchange between the partners in the NHS to allow the dissemination of the information gained through CKM, transforming it into KM procedures. Due to the nature of the NHS, one can see that knowledge sharing in this way would be highly beneficial. Due to the nature of medicine, most of what is learnt is based on prior experience of professionals in the industry, therefore it can be called an industry practice and fostering of a learning organization through KM in this way seems like an almost natural byproduct. There is some room for reward in this case as industry professionals may receive much notoriety based on their scientific contributions to the industry, particularly in the avenue of medical breakthrough of treatment courses. There is a potential for relatively serious repercussions in the case of a failed treatment and this in itself often serves as a kind of ‘human incentive’ to facilitate information dissemination. Structures One needs to have a functional structure in order to enable the departments and stakeholders to work together and interact within one another. With regards to CKM, it is clear that there is a high level of structural support facilitating working together of the various stakeholders of the organization. The allowance for virtual interaction that exists on the NHS website as well as pharmacy ‘hotlines’ where information can be given or gathered for the benefit of the customer and the business. This becomes slightly more problematic when moving into the sphere of KM, however due to the public nature of the NHS, the involvement or interference by the various stakeholders with one another is fairly pronounced. There is a customer feedback report that is available to all persons to complain about the individual practices and this therefore ensures a certain quality of service. There are further annual, bi-annual and quarterly conferences held where healthcare professionals are encouraged to share knowledge based on their experiences. In this way, tacit knowledge can be seen to transgress into explicit knowledge through sharing for mutual benefit. This relates back to the idea of incentive as notoriety in this way is often sought after by many professionals. It is arguable that this in itself promotes the product-based structure of knowledge management as it accounts of socio-cultural indicators simply by the nature of the subjects involved. There is however despite this an ele ment of explicit knowledge emphasis as the practice of medicine itself is an objective account of symptoms and applying those universally according to those characteristics. Looking Out Obviously it goes without saying that the success of any organization is highly dependant on the input of what Pedler refers to as boundary workers. These are the people on the fringes of the organization that are by and large responsible for the gathering of information from various sources. This has particular relevance to both KM and CKM in that the information gathered has equal importance to both. In the case of the NHS, as with any organization that is service based, there are a large number of these boundary workers to gather this information. This is evident in both patient records and the information gathered through the NHS website and questionnaires that are used. By doing so, this data can be analyzed into knowledge that can be shared through objective output sources. One can go so far as to see how the symptom checker on the NHS website is a culmination of these processes as it is using a database of obtained knowledge to assist and share with the customer. Through gatherings of industry professionals through conferences and publication of medical journals and articles, it is clear to see that there is a commitment by the NHS to intercompany learning. Sharing of information in the way that the organization does promotes the sharing of knowledge through databases and external communication sources. One must bear in mind that the NHS comprises of the majority of the healthcare sector and therefore communication between professional in the industry has a broad reach and high value. Learning Climate The very nature of the healthcare industry promotes it as a learning climate. The consequence of the ever evolving field of human care requires constant evolution and a very flexible attitude towards learning. One can see that this is present in the NHS with the process of continuous evolution of policies and commitments towards various illnesses. The policies are changing and growing constantly in response to relevant societal needs. This can be seen in the emphasis placed on pre-natal healthcare and family planning, as this has become a relevant social issue in the last decade. This can further be seen in the new Cancer Policy of the NHS which is aiming to strategize towards a new and more aggressive approach to cancer research and disease control. The nature of the profession also encourages sharing of information in a network of professionals. Therefore these strategic initiatives are generally a combination of both KM and CKM as the need is coming from both sides, professionally and from the public. There is a strong commitment by the NHS to career development and betterment of their staff. This can be seen more in the lower academic fields of carers and case workers particularly, where there is large training incentive to learning opportunities. The NHS provides a working and learning scheme whereby an employee’s skills can be enhanced. From the perspective of CKM there is encouraged learning through website publication as well as a vast array of information that is available from healthcare facilities. There is generally a broad commitment to all facets of healthcare, including mental and reproductive health care systems. Moving Forward Analysis of the practical and theoretical aspects of the NHS and how it relates of KM and CKM in a learning environment is crucial for any organization to move forward. As a result a number of factors become relevant. It is clear that in the practice of the NHS there is a clear transformation of tacit knowledge into explicit knowledge. At the level of KM, this takes the form of documentation of subjective considerations. In other words, this will be case studies and patient notes. By examining these, the professionals create explicit knowledge that is objectively transferable to other professionals in the industry. By doing so, one could argue that the practice based approach to KM is being supported, as there are socio-cultural factors at play. Furthermore, by providing information to other stakeholders through articles and training, one is taking account of various education levels for example, carers and case workers. This is done by providing a simpler version of a complex set of facts. In the realm of CKM, there is also transference of knowledge from professionals to the clients using information relayed by the clients themselves. In doing so there is a mutual value creation done by the professionals to the customers taking account of relevant socio-cultural indicators. By creating this database for public assess they are allowing the expropriation of a certain level of customer by allowing them to do it themselves. It is clear that this has great benefit for the professional in the industry as it may relieve resource and staffing constraint. In doing so, there is a clear creation of a learning environment. Whilst it has been argued that this learning organization is an inherent characteristic of the professional environment of the healthcare industry, it can also be seen in the CKM objectives. It is clear that by empowering the customer with knowledge, there is a certain responsibility that is transferred to the customer. This in turn will have a knock-on effect for those customers as they will be able to self-diagnose in the future and this will pass to their network of people and so on. An example of this can be seen in a simple common cold. Through experience, individuals know the symptoms and treatment plan of the common cold, therefore they do not generally seek out professional assistance as they are able to manage it themselves. If this were the case with other ailments, the best course of action will be decided upon by the customer which has a mutually beneficial effect. Knowledge sharing in this way generally ha s a similar effect for healthcare professionals as it will also lead to experience based beneficial outcomes. An example would be through cancer treatment, experience has proven that a certain course of action is most beneficial, therefore this is the proven solution that will be used. The publication of this information in journals and circulars helps to manage the knowledge sharing ensuring the maintenance of a learning organization within the NHS. Conclusion Through analysis, the NHS clearly presents itself as a learning organization. There is a strong interaction between CKM and KM in the NHS because of the public nature of the organization. It is clear that it is committed to knowledge sharing for mutual benefit and therefore presents a strong case for the e-flow model of the learning company. There is a strong presence of internal and external influence in the learning and knowledge strategies and this is clear through the flexible nature that is shown by the policy initiatives of the NHS. The research initiatives of the NHS demonstrate a clear transference of tacit knowledge to explicit knowledge in a way that it is capable of being shared and transferred between the various stakeholders. In doing so, the NHS have in some ways combined KM and CKM aspects and goals of the organization therefore empowering the professional and the customers. The nature of the organization arguably makes this a relatively simple activity as there is an inherent need for reformation and a commitment to learning and sharing knowledge. At the lower levels however this becomes more important, however one could argue that this is mitigated through the strong involvement by the public and accountability methods that the NHS provides for the customer. The NHS is a very good example of effective implementation of KM and CKM concepts in a learning organization. It has been shown that through commitment by the NHS, appropriate levels of customer involvement and empowerment, and the correct approach by the industry professionals, it is possible to have a good relay of knowledge sharing and that there is a possibility of strong interaction between customer knowledge management and knowledge management at a professional or higher level. It seems that it is essential to have accountability methods in order to ensure efficacy, however one could argue that this is simply an essential of the new, modern, learning organization. On the other hand, o ne could also discuss whether the success of the NHS in implementation of these strategies leading to their existence as a learning organization is highly dependent on the nature of the work involved and the type of professionals, subsequently meaning that perhaps there is an argument to be made which will mean that the success of KM and CKM strategies in a learning organization is more dependent on the type of organization and not necessarily the strategies thereof. Bibliography: Addicott, McGivern, Ferlie, 2006. ‘Networks, Organizational Learning and Knowledge Management: NHS Cancer Networks’ Public Money Management, 26( 2), pp. 87-94 Chris Argyris, 2008. Harvard Business Review on Knowledge Management Chowdhury, M., 2006. ‘Human Behavior In The Context of Training: An Overview Of The Role of Learning Theories as Applied to Training and Development’ Journal of Knowledge Management Practice, (7)2 Drucker, P., 1966. The Effective Executive New York: New York Eisenhardt Galunic, 2000. ‘Coevolving: at last, a way to make synergies work.’ Harvard Business Review Jan-Feb, 91-101. Gibbert, Leibold Probst, 2002. ‘Five styles of Customer Knowledge Management, And how smart companies put them into action’ Hislop, D., 2005. Knowledge Management in Organisations Oxford: Oxford Universty Press National Healthcare Service [online] [cited on 19 May 2012)] accessed on nhs.uk Pedler, M., Burgoyne, J. and Boydell, T., 1997. The learning company: a strategy for sustainable development, 2nd edition, Maidenhead, Berks: McGraw-Hill

Managing People Essay Example | Topics and Well Written Essays - 750 words

Managing People - Essay Example This will ensure all the work is done at the appropriate time and all the subsequent documentation filed. As such, there will be a sense of accountability in running the firm. In today’s world, it is evident that many employers are reverting to online recruitment, citing its prevalence. It is noted that the internet is one of the rapidly growing service that is in use with more than 60 percent of the world’s population. Therefore, many people will access the internet when they are looking for jobs or when they need to recruit employees (Dowling, Festing and Engle, 2008:19). This makes it easier as both parties are able to easily and efficiently access each other. Secondly, the internet is used on a daily basis which creates an avenue of easy communication characterised by quick feedback. In such a situation, there is minimal dead-time when communicating to an employee or an employer (Lipp, 2005:17). According to recent statistics it is considered that more than 77 perce nt of job seekers use the internet to find employers. This shows that there are large numbers of people who use the internet to find jobs. Similarly, more than half of the firms use the internet to find eligible employees. ... This makes it relatively easy to approach an employee who bears the required qualifications. In addition, it is noted that job advertisements on the internet circulate at a faster rate than using newspapers. As such, many people have reverted to using the internet while seeking jobs. The same applies to employers as they find the internet appealing when advertising for vacant positions (Arthur, 2012:12). Apparently, this has reflected a drop in newspaper sales as a wide population does not feel the need to buy newspapers when the information is available on the internet. There are many firms and businesses that have employed the best practice in regards to online recruitment. One of these firms that expedite online recruitment is Fab Tiger marketing. This is a marketing agency that is specialised in direct mailing, telemarketing and customer relationship management. When in need of employees Fab Tiger marketing embraces online recruitment. This has made it easier to achieve its targe t in the market as it is able to reach out to a wide pool of interested parties (MacKay, 2007:17). The second firm that has appreciated online recruitment is Webactiv, which specialises in marketing consultancy services. Most of its recruitments are done over the internet, which is fast and convenient. The last firm that has the best practice in relation to online recruitment is Insight Marketing Services. All these firms are based in the United Kingdom and have embraced the use of online recruitment. Since they need a massive number of employees, they have to use a method that will attract a large number of job seekers. This has made it possible to cut on recruitment costs (Compton, Nankervis and Morrissey, 2009:14). For