KWAME NKRUMAH UNIVERSITY OF SCIENCE AND TECHNOLOGY

(COLLEGE OF ART AND SOCIAL SCIENCES)

SCHOOL OF BUSINESS

COURSE: MAS 561 ORGANIZATIONAL BEHAVIOUR

GROUP THREE
EMMANUEL DARKWAH
ACKUMEY S. ELORM K.
EDMUND KOFI GEMFI
ADAM ALIU
BETTY RIEK ESI DUKER
LYDIA TIWAA

INTRODUCTION.
Over the years, organizations have been looking for ways and means of increasing performance.
This includes a thorough study and analysis of both human behavior and organizational practices
and values. According to the Hawthorne experiment directed by Elton Mayo (1939), employees
feelings, emotions and sentiments were strongly affected by such work conditions as group
relationships leadership styles and support from management and such feelings could have
significant impact on productivity. These studies first highlighted the complexity of human
behavior in an organizational setting.
Organization is an identifiable group of people working in a coordinated manner to achieve a
desired goal. Martin and Fellenz (2010), saw Organizations as social entities that are goaldirected, that are inextricably linked to their environment yet have nominal boundaries, and that
employ deliberately designed and co-ordinated activities and approaches to achieving their
objectives. In todays competitive world, the organizations have to be growth-oriented.
Understanding of the things that go on inside organizations, and in particular, how and why
people in organizations behave the way they do is relevant to the development of the
organization. Kondalkar (2007), asserted that the value system, emotional intelligence,
organizational culture, job design and the work environment are important causal agents in
determining human behavior in an organization. It also involves fostering a team spirit and
motivation so that the organizational objectives are achieved. Stephen M. and Glinow (2009),
defined Organizational behaviour as the study of what people think, feel, and do in and around
organizations. Organizational behaviour relates to the expected behaviour of an individual in the
organization.
In looking at the human behaviour, there is the need to look at the behavioral patterns of
employees at work. This will help an organization to be able to manage its human resources
effectively. Some of the elements to look at in the analysis of employee behaviour are impact of
personality on performance, motivation, leadership, effective teams and groups, different
organizational structures Individual behaviour, attitude and learning, Perception, Design and
development of effective organization, Job design, Impact of culture on organizational behavior,

Management of change, conflict and stress, Organizational development and Culture, Group
behaviour, power and politics. Motivation and perception are key elements in organizational
behavior because employee behaviour needs to be understood in order to achieve the goals and
objectives of the organization and thereby improve performance over time.
This project will attempt to examine organizational behaviour, taking into consideration;
motivation and perception for the purpose of this research, which will be related to an
organizational metaphor. However, the strength and limitations of the metaphor which is selected
will be discussed. A practical organizational experience, by referring to a video case called The
Under Cover Boss (True Value) will be used to expatiate the organizational behaviors listed
above.

Motivation
Motivation is derived from the Latin term movere that means to move. Thus, motivation is a
process that starts with a physiological or psychological deficiency or need that activates a
behaviour or a drive that is aimed at a goal or incentive (Luthans, 1998). Motivation theory
has been developed, mainly in the USA, following empirical research
activities. It has progressed considerably from the traditional or classical
approaches which assumed that people in the workplace acted rationally in
an attempt to maximise the economic return to their labour. This rational
economic concept assumed that work was inherently unpleasant and that
wages compensated workers for their efforts. Indeed the money they earned
was considered to be of greater importance to individuals than the nature of
the job they performed.
Expectancy theory has developed since the 1930s as an alternative to the
behaviouralist approaches to motivation. It argues that humans act
according to their conscious expectations that a particular behaviour will
lead to specic desirable goals. The theory, with all its consequent
renements, provides a popular explanatory framework for a range of
employee behaviours, including levels of motivation, performance, employee

turnover and absenteeism, in addition to leadership effectiveness and career

choice. Vroom (1964), an American psychologist, developed expectancy
theory from the original work of Tolman and Honzik (1930), producing a
systematic explanatory theory of workplace motivation. It argued that the
motivation to behave in a particular way is determined by an individuals
expectation that behaviour will lead to a particular outcome, multiplied by
the preference or valence that person has for that outcome. For example, if
by working diligently and for long hours an employee expects to receive
promotion at some future date and if that worker values promotion highly
(valence) then, rationally, we might expect that employee to show that
behaviour. Vroom argues that human behaviour is directed by subjective
probability, that is, the individuals expectation that his or her behaviour will
lead to a particular outcome.
(Kendra Cherry, defines motivation as the process that initiate, guides, and maintains goaloriented behaviour. It is what causes us to act and frequently used to describe why people do
something. It involves the biological, emotional, social, and cognitive forces that activate
behaviour that is the intribsic and extrinic factor. Broadly speaking, motivation is willingness to
exert high levels of efforts towards organizational goals, conditioned by the efforts ability to
satisfy some individual needs (Robbins et al, 2013)..
Different sources of motivation exist and this can have either positive or negative results on a
person. There are two sources of motivation namely, intrinsic and extrinsic motivation. Carol
(2013), looked at intrinsic motivation as the pleasure one gets from the task itself or from the
sense of satisfaction in completing or even working on a task. Intrinsic motivation does not
mean, however that a person will not seek to rewards; it is just that external rewards are not
enough to keep such a person motivated. (Deci et al. 1999) observe, intrinsic motivation
energizes and sustains activities through the spontaneous satisfactions inherent in effective
volitional action. It is manifest in behaviors such as play, exploration, and challenge seeking that
people often do for external rewards. Intrinsic rewards tend to give personal satisfaction to
individual, information / feedback, recognition, trust, relationship, empowerment

Motivation Aspects of the video (undercover boss)

Extrinsic motivation is related to tangible rewards such as salary and fringe
benets, security, promotion, contract of service, the work environment and
conditions of work. Such tangible rewards are often determined at the
organisational level and may be largely outside the control of individual managers.
Intrinsic motivation is related to psychological rewards such as the opportunity
to use ones ability, a sense of challenge and achievement, receiving appreciation,
positive recognition, and being treated in a caring and considerate manner. The
psychological rewards are those that can usually be determined by the actions and
behaviour of individual managers.

CHRIS
21:35-46
1) Favourite part of the job.
According to Mullins 2006, A persons motivation, job satisfaction and work
performance will be determined by the comparative strength of these sets of needs
and expectations,( Intrinsic satisfaction derived from the nature of the work itself,
interest in the job, and personal growth and development. This is a personal
orientation to work and concerned with oneself) and the extent to which they are
fullled. For example, some people may make a deliberate choice to forgo intrinsic
satisfaction and social relationships (particularly in the short term or in the earlier
years of their working life) in return for high economic rewards. Other people are
happy to accept comparatively lower economic rewards in favour of a job which has
high intrinsic satisfaction and/or social relationships. Intrinsic satisfaction is a
personal attitude which varies according to the individual and particular circumstances. It will also vary from job to job and often between different parts of the
same job.
2) My family is my wealth.22:06-22
With a positive motivation philosophy and practice in place, productivity, quality
and service should improve because motivation helps people towards: achieving
goals; gaining a positive perspective; creating the power to change; building selfesteem and capability; and managing their development and helping others.
3) Lost his dad and was encouraged by friends. That helped him to be who what
he is now. 22:25-54

Social relationships such as friendships, group working, and the desire for affiliation,
status and dependency is a source of motivation to work. This is a relational
orientation to work and concerned with other people

LEXI
26:23-46

PERCEPTION
Understanding the perceptual process and being aware of its complexities is essential for
developing insight into managing others. The words we use and the body language we display
communicates our view of the world. The power of the perceptual process in guiding our
behaviour needs to be unpacked and understood for effective relationships with others. To
interact effectively (present ourselves and communicate appropriately, influence others, work
with them in relationships and groups or lead them) we must have a grasp of what others are
thinking and feeling, including their motives, beliefs, attitudes and intentions. In social
perception, accuracy and differentiation are essential but difficult. Achieving them may be linked
to the complexity of a persons system of cognitive constructs. (Maureen, 2002)
Psychological factors will also affect what is perceived. These internal factors, such as
personality, learning and motives, will give rise to an inclination to perceive certain stimuli with
a readiness to respond in certain ways. This has been called an individuals perceptual set.
Differences in the ways individuals acquire information has been used as one of four scales in
the MyersBriggs Type Indicator. They distinguish individuals who tend to accept and work
with what is given in the here-and- now, and thus become realistic and practical (sensing types),
from others who go beyond the information from the senses and look at the possible patterns,
meanings and relation- ships. These intuitive types grow expert at seeing new possibilities and

new ways of doing things. Myers and Briggs stress the value of both types, and emphasis the
importance of complementary skills and variety in any successful enterprise or relationship.
The needs of an individual will affect their perceptions. For example, ..
The most desirable and urgent needs will almost certainly affect an individual perceptual
process.

They wait on a woman who is shopping for a weed whacker, unfortunately they
dont have the one she wants in stock and they will have to order it, they will have it
in two business days. She isnt exactly thrilled, but agrees to wait.

Our language plays an important role in the way we perceive the world. Our language not only
labels and distinguishes the environment for us but also structures and guides our thinking
pattern. Languages form part of the culture we experience that we take for granted. Brad

Flux and Transformation

Around 500 BC the Greek philosopher Heraclitus noted that, you cannot step into the same
river, for other waters are continually flowing on. Everything flows and nothing abides;
everything gives way and nothing stays fixed, cool things become warm, the warm grows cool,
the moist dries, the parched becomes moist. It is in changing that things find repose. (Morgan,
1986). Heraclitus addresses that the universe is in a constant state of flux embodying features of
both permanence and change. Transformation and flux theories help us to understand that we
must look at the logic of all changes in the system. We must problem solve why somthing is
happening and understand the factors that are causing the situation not just respond to the
immediate changes. There is a reaction to systems and their surroundings. The empowering parts
of these changes are the pieces of the organizations that reflect upon these changes and
understand the cycles that are produced. There is an order to transformation and flux, leaders and
systems must realize this and understand the circular relationships.

Morgan's key beliefs about organizational change have it that Order naturally emerges out of
chaos and it have a natural capacity to self-renew. Also, Organizational life is not governed by
the rules of cause and effect and key tensions are important in the emergence of new ways of
doing things. However, formal organizational structure (teams, hierarchies) only represents one
of many dimensions of organizational life. Autopoiesis, according to Morgan, is a consideration
of how organizations manage change based on how organizations see and think about
themselves. Traditionally, organizational theory has analyzed the organization as an open system
with constant interaction with their environment and transforming inputs into outputs as a way to
survive.

Two scientists, Humberto Maturana and Francisco Varela, have challenged this

traditional model. They consider organizations (all living systems) as having three principal
features: autonomy, circularity, and self-reference. Living systems are autonomous means that
living systems close in on themselves to maintain patterns of relations that distinguish a system
as a system. These three features allow the system to self-create or self-renew. The aim of
autopoietic systems is to produce themselves, and therefore their own organization and identity is
paramount.
According to Maturana and Varela, changes in a system do not arise as a result of external
influences but variations within the overall system (which the organization is part of) that modify
the basic mode of the organization. Organizations fail to comprehend that they are always more
than themselves. Indeed, typically there is a poor understanding of how organizations and
environment are part of the same broad pattern of systems that evolve over time.
The world which is now turning in to a global village is going through series of transformation,
and organizations needs to adopt it in order to be able to survive and develop. Technological
changes have adopted new ways of doing things making thing easier, faster efficient and
effective. In relation to the undercover boss (true value) video as an organizational behavior
experience, it was observed that the organization (true value) is willing to transform and progress
to a more efficient way of carrying out the day to day administration of the organization. Specific
examples are noted in the video which are spelled out below
Hartmann traveled across the United States, from Massachusetts to Oregon, working in disguise
under the alias "Louis Lapresi." While undercover, Hartmann visited several True Value locations

and got his hands dirty and join his employees to see what is really going on inside his company.
He took on various roles from retail sales associate at a True Value store to a forklift driver in
stocking and receiving at one of the cooperative's distribution centers. John gets a fake tattoo and
mustache, with a wig and glasses, and heads undercover as Louis, a handy man that is trying to
win $200,000 on a reality TV show.
Firstly, Lewis heads to Massachusetts where he is introduced to Brad a sales associate. Brad
jokes that a normal day at True Value is smoking some cigarettes, flirting with women, and
selling some sh-t. between six minutes and forty-eight second to seven minutes thirty-eighty
seconds (6:48-7:38). While Lewis straightens the shelves, Brad brags that he loves meeting
women at True Value and he always does side work for them. In order to ensure change and
transformation of the employer to improve of the performance of the organization, John wants to
mentor Brad by flying him to a big habitat for humanity project to ensure change by bringing to
light that other Brad he sees in him.
Secondly, between fifteen minutes, two seconds to fifteen minutes thirty eight seconds (15:0215:38) of the video. Here John will want to talk to the operations manager to know if there can
be a way to improve on the process as some of the things been received at the warehouse are
again worked on by another user which occurs probably three times in a day. It slows down the
operations of the warehouse and there is the need for transformation to ensure progress.
Furthermore, John reports to Carr Hardware, one of True Value stores. He arrives at the store and
is introduced to Chris, the front end manager. Chris and Lewis attended to a woman who wanted
a weed whacker, unfortunately the product was out of stock and had to be ordered, which will
arrive in two business days. She was not thrilled, but agrees to wait. I hate to leave the
customer on the floor and have to check inventory where if it was in our computer, I could
maybe check a little bit quicker said Chris. They had to check inventory downstairs to see if that
particular model was available, unfortunately it was not. This can go a long way to affect the
business as a customer who does not have time to wait will land in another hardware shop for the
supposed item thereby losing a customer which will reduce revenue. In order to prevent that,
there should be some changes to ensure a way to check inventory while you are with the
customer or at least from the front-end register, which will save the customer time and perhaps
improve the overall customer experience.

Last but not least, Lexi talks about the register crashing from time to time. You so lucky the
system hasnt crashed on you yet. Usually after a rush the system crashes locally here, says
Lexi. In order not to make employees and customers frustrated John agrees to fix that to bring a
change and transformation of that problem to ensure smooth running of the business.

strengths and weaknesses of the flux and transformation metaphor

Strengths Offers new understandings of the nature and source of change. Offers new horizons
of thought that can be used to enrich our understanding of management and leadership. Offers
to leaders and managers a powerful new perspective on their role in facilitating emergent change.
weaknesses 1. Individuals that find comfort in controlling, organizing, and predicting system
change may struggle with the concept of "powerless power". 2. The order of change only
becomes apparent with hindsight

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