ST.

MARY'S UNIVERSITY
SCHOOL OF GRADUATE STUDIES
Program - Project management
Course Title - Organizational Behavior and Development
(MAPMC-641)
Organizational assessment
Group no. 4
Group members ID NO.
1. Feven Asfaw SGS/0084/2016A
2. Kirubel Sisay SGS/0086/2016A
3. Amanuel Asrat SGS/0141/2016A
4. Ethiopia Mehari SGS/0083/2016A
5. Mariya Tamrat SGS/0087/2016A
6. Kalkidan Assefa SGS/0085/2016A
7. Natnael Bedilu SGS/0090/2016A
8. Shewayenesh Tesfay SGS/0102/2015B

Submitted to: Roman Kifle (PhD)

Submission Date: January 16, 2023

Introduction

In the realm of organizational dynamics, the Addis Ababa City Administration Youth and Sport
Bureau emerge as a focal point of exploration for this comprehensive organizational assessment
assignment. This bureau, with its dedicated mission of fostering youth development, promoting
sports, and actively engaging with the community, operates within the framework of a
bureaucratic/mechanistic organizational structure. As we embark on this assessment, our lens
extends beyond the structural intricacies to encompass the nuanced influences of transactional
leadership, organizational culture, and the bureau's impact on employees.

The assignment unfolds against the backdrop of a multifaceted organizational landscape, where
clear roles coexist with the need for adaptability, and transactional leadership principles
interweave with Goal-Setting Theory and Expectancy Theory. Our exploration extends into the
bureau's cultural dimensions, emphasizing youth empowerment, teamwork, and continuous
learning, as well as its commitment to community engagement and diversity. While assessing the
tools we used to asses are observation, document review and interview.

With each segment, we look further into the bureau's structure, leadership methods, conflict
resolution approaches, and cultural ethos, hoping to unravel the complex tapestry that creates its
effectiveness. By examining how the bureau aligns its goals, motivates its employees, and
contributes to community well-being, this assessment seeks to provide a comprehensive
understanding of the Addis Ababa City Administration Youth and Sport Bureau and its role in
creating a dynamic and impactful organizational ecosystem.

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1. Organization’s mission

 By expanding centers and recreation areas and enhancing their capacity, strengthening
associations, establishing movement and participation programs, shaping youth with attitudes
and skills, making them participants and beneficiaries, and modernizing sports development.

2. Organization’s purpose

 Expanding and developing youth centers and sport venues, improve the attitudes of the
youth and ensure their benefits and produce a healthy society and effective sportsmen who
make sports their culture.

3. Organization’s values

 Transparency
 Serving the society
 Participation
 Fairness
 Working as a team
 Inclusivity
 Preparedness
 Accountability

4. Organization’s vision

 To create a youth who participated and benefited, to see a society that has made sport its
culture and to see a competitive and effective sportsman.

5. Organization’s Structure

Addis Ababa City Administration Youth and Sports Bureau's usage Bureaucratic organizational
system or mechanical organizational structure which are a hierarchical organizational system
with defined roles, regulations, and process that is distinguished by a highly organized and
centralized management style, with specific functions, and inflexible procedures.

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 Office Chief
HR
Office
Manager Logstics
Audit
Budget
Finance
Reform
ICT

Sport Deputy Youth Deputy

Head Office Head Office
Sport Development
education and Youth Youth
and management of awareness & Empower
training sport centers Sport Deputy participatio ment
Director &Venues Head Office n Director
Director Youth Youth
Sport Youth Organizatio Youth
Sport Sports Sport awarenes personality
venue n monitoring enhanceme empowerm
training Medicine venues managnme Community Sports s & and support ent Team
Team Team developm nt team movemen nt centerds
Sports associations Team
ent Team t Team service
Participation & developmen
Director Sport competitions t Team
Entertai Sport
Sport nment Sport
competito
participatio Team Associati
n
n Team ons team
Team

The incorporation of clear hierarchies and specialization within the Addis Ababa City
Administration Youth and Sport Bureau has enhanced organizational effectiveness by reducing
role ambiguity and fostering a well-organized work environment. However, overemphasizing
roles may lead to inflexibility and hinder the bureau's ability to adapt to changing circumstances.

The implementation of these structures within the Addis Ababa City Administration Youth and
Sport Bureau has showcased commendable positive impacts on goal alignment by providing a
clear and structured framework for achieving organizational objectives in youth development
and sports promotion. The structured nature of mechanistic frameworks provides a robust
foundation, ensuring that organizational goals remain the focal point of operations.

The relationship between organizational structures and employee well-being encompasses both
positive influences and potential challenges. Clear roles and responsibilities are inherited here,
which alleviate stress and promote well-being. However, the rigid role structures limit autonomy
and creativity, impacting job satisfaction.

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6. Organization’s Culture

The Addis Ababa City Administration Youth and Sports Bureau prioritizes youth empowerment
by creating an inclusive environment that fosters leadership, self-esteem, and community
engagement through programs and activities. The bureau encourages collaboration and open
communication among employees, promoting a cohesive and inviting workplace culture.

Diversity and inclusion are essential to the bureau's beliefs, and they actively try to establish a
workplace that welcomes people from all backgrounds. Continuous learning and development
are prioritized, ensuring that staffs have possibilities for advancement. The bureau is firmly
devoted to community engagement, regularly talking with residents and forming collaborations
with other groups. Furthermore, the bureau regularly participates in volunteer work, such as
repairing homes for people in need. This holistic approach demonstrates the bureau's
commitment to creating a lively and socially responsible workplace culture

.7. Organization’s Leadership

The Addis Ababa City Administration Youth and Sport Bureau emphasize transactional
leadership, which is a leadership style that focuses on the exchange or transaction between
leaders and followers.

This leadership style's major focus on setting clear expectations and performance standards gives
an organized framework for activities and goals, therefore boosting organizational effectiveness.
Transactional leadership in the Addis Ababa City Administration Youth and Sports Bureau
enhances productivity and efficiency by setting clear expectations and performance standards,
minimizing ambiguity, and fostering a productive work environment. Task-oriented nature of
transactional leadership enables effective goal alignment and motivates employees to achieve
organizational objectives in youth and sports development.

However, the impact of transactional leadership on staff well-being at the Addis Ababa City
Administration Youth and Sports Bureau is a multifaceted issue with both beneficial and
negative implications. While it may improve job security, stability and work satisfaction by
setting clear goals, it can also lead to performance-related stress, which might severely
affect employees' well-being.

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8. Motivation

Motivation is the driving force that initiates, guides, and sustains goal-directed behavior.
Transactional leadership, characterized by motivating followers through a system of rewards and
punishments, operates on the principles of Goal-Setting Theory and Expectancy Theory. Goal-
setting theory focuses on specific, challenging goals to enhance motivation and performance,
while Expectancy Theory posits that individuals are motivated by expectations about outcomes.

Goal-Setting Theory influences the clarity and motivation of objectives in youth development,
sports promotion, and community engagement, fostering employee understanding and
commitment through meaningful and inspiring goal-setting. Regular performance monitoring
and feedback contribute to a sense of accomplishment and continuous improvement, while
collaborative efforts towards common goals promote teamwork and shared responsibility,
aligning with Goal-Setting Theory principles. On the other hand Expectancy Theory further
shapes employees' behavior in the Bureau by emphasizing the importance of employees
expecting their efforts to lead to desired outcomes. It underscores the perceived link between
effort, performance, and rewards, requiring transparent communication.

Overall, the integration of Goal-Setting Theory and Expectancy Theory within the bureau's
management practices aligns with the tenets of transactional leadership, providing a
comprehensive approach to shaping employee behavior and fostering organizational success.

9. Attitude

Attitude is a psychological construct representing an individual's overall evaluation, feelings, or

disposition toward a particular object, person, group, event, or concept. Attitudes can be positive,
negative, or neutral. Positive attitudes among employees act as an engine at the Bureau,
influencing their behavior and contributing to a lively workplace culture. Employees who have a
good attitude about their positions and the bureau are not only more motivated and productive,
but they also demonstrate more involvement and dedication to attaining the bureau's goals. This
increased devotion translates into higher efficiency and effectiveness in job completion, resulting
in a dynamic and results-driven work atmosphere inside the bureau.

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10. Job satisfaction

Job satisfaction measures how satisfied and pleased employees are with their jobs, coworkers,
and the general work environment. Job satisfaction is an important aspect for employees at the
Youth and Sports Bureau, since it has a substantial influence on the organization's overall
performance and efficiency. Satisfied employees are more inclined to go above and beyond,
putting in extra effort and taking ownership of their tasks, resulting in higher-quality results.
Unsatisfied employees exhibit absenteeism and poor attitude, hindering productivity and
organizational success.

11. Level of Job engagement

Job engagement is defined as the degree to which employees are emotionally involved in,
excited about, and devoted to their job, feel inspired, and actively contribute to the organization's
goals. Employee engagement varies among individuals and significantly impacts dedication and
performance. Highly engaged employees in the bureau go above and beyond their job
responsibilities, boosting productivity and customer service, and improving overall
organizational performance. To promote engagement, organizations like the Youth and Sports
Bureau focus on individual growth, values alignment, and supportive leadership.

12. Teamwork and Team Performance

Teamwork involves individuals collaboratively working together to achieve common goals. It

emphasizes shared responsibility, mutual support, and the utilization of diverse skills within a
group. While Team performance refers to the collective output and effectiveness of a team in

achieving its goals and objectives.

In the Youth and Sports Bureau, the presence of teamwork is crucial for enhancing team
performance and achieving organizational goals. It fosters an inclusive environment where ideas
are freely exchanged, promoting member synergy. Teamwork enables the effective utilization of
diverse skills and expertise to overcome challenges, and promotes accountability among
members for common objectives. The collaborative approach allows the bureau to pool diverse
skills and expertise, delivering impactful programs that benefit youth and the community.

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13. Conflict resolution

In the context of the Addis Ababa Youth and Sports Bureau, conflicts arise due to various
factors. In the Addis Ababa Youth and Sports Bureau, when conflicts arise range of conflict
resolution techniques are used such as face-to-face meetings, open communication, and regular
team meetings, promoting a more harmonious work environment.

However, the bureau's approach to managing interpersonal conflicts is not as well-developed.

Rather than addressing conflicts through constructive means, employees tend to avoid
confrontation, which can lead to unresolved issues and a toxic work environment. In extreme
cases, the bureau may resort to authoritarian measures to suppress conflicts, rather than
addressing them through collaborative problem-solving.It is unfortunate that the bureau does not
leverage conflict simulation techniques in its operations.

14. Application of Change management

Change management is a structured approach to transitioning individuals, teams, and

organizations from the current state to a desired future state. To improve efficiency and
communication, the Youth and Sport Bureau restructured its organizational hierarchy through
forming cross-functional teams, redefining job roles and responsibilities, and merging with other
sector. For example, before two years the structure of the youth and sport bureau was not the
same as today. The sports sector is called “The Sports Commission” and the youth sector is
called “Youth and Voluntary Bureau”. The two sectors merged and formed one organization.
The merging changes the organization's structure.

15. Perception of the employees of the organization

Employee perception of the Youth and Sports Bureau is crucial for their motivation,
commitment, and performance. Positive experiences in the organization lead to a favorable
perception, while negative experiences result in a less favorable view. Most employees perceive
the organization as a supportive workplace, while others perceived it an Unfavorable place of
work because of the lack of support from their supervisors, work overload, and minimum wedge.

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In conclusion, the organizational evaluation of the Addis Ababa City Administration Youth and
Sports Bureau provides a thorough understanding of its structural, leadership, and cultural
elements. The bureaucratic/mechanistic organizational structure, along with transactional
leadership concepts, displays a dedication to clarity, responsibility, and performance inside the
bureau. The focus on youth empowerment, teamwork, and community participation
demonstrates the bureau's commitment to holistic development. However, like every
organization, some areas might be improved or changed. One important aspect is the possible
difficulty connected with an overemphasis on functions within the bureaucratic organization.
Striking a balance between clearly defined roles and adaptation to changing conditions might
improve the bureau's operating efficiency and responsiveness.

Furthermore, promoting a more adaptable and inclusive style of leadership, integrating parts of
transformational leadership alongside transactional principles, may increase employee
engagement and commitment. Encouraging creativity, autonomy, and intrinsic drive may solve
possible issues connected to employee well-being, resulting in a more lively and dynamic
workplace. Furthermore, while the bureau excels at encouraging cooperation, continuous
learning, and community participation, a periodic evaluation of these programs may reveal areas
for improvement. This might include requesting input from workers, community members, and
stakeholders to ensure that programs stay relevant, impactful, and aligned with changing
requirements.

It is also crucial for the bureau to consider incorporating conflict simulation techniques into its
operations. By doing so, the organization can capitalize on the numerous benefits that these
techniques offer, including improved employee performance, increased creativity and
innovation, and enhanced overall organizational effectiveness.

The recent restructuring of the Addis Ababa City Administration Youth and Sports Bureau,
which merged the Sports Commission and the Youth and Voluntary Bureau, demonstrates
adaptability; however, implementing measures to manage change and support employees is
critical for maintaining a strong organizational culture. Continuous reflection, adaptation, and a
dedication to strengthening both structural and cultural components will ensure long-term
success and beneficial contributions to society.

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Reference

 Robbins 15th edition

 Citizen Charter of Addis Ababa’s youth and sports bureau