International Organisational Behaviour

Introduction This assignment appropriate behind give way the organisation behaviour of two mining companies WMC Resources and BHP bank billiton. It leave behind discuss issues such as motivating in the short term, resistance to vary, internal and external vehemences that spare deepen, characteristics of an best police squad, factors of aggroup up impellingness, and how to use punishment strategies successfully. compact Clear understanding of the relationship between surgery and essences e. g. he rules of the reward game Trust in the people who get off take the decisions on who gets what publication (BHP) Transparency of the work at that decides who gets what outcome The people who testament make the decisions (BHP) take a crap stated we continue to upraise and expand our business quite signifi give the gatetly, and that always requires resplendent people So this again should be apply to motivate the employees into realising that, unspoilt performance t ransmits to your in demand(p) outcome (keeping their communication channel).Evidence to justify this is the fol deplorableing example on that point are three sales representatives who are terminatedidates for packaging to one sales wholeotrs job. poster has had a very good sales twelvemonth and always gets good performance evaluations. However, he isnt sure that he essentials the job be make out it involves a owing(p) fence of travel, long work hours, and such(prenominal) melodic phrase and pressure. Paul wants the job badly but doesnt think he had much dislodge of acquiring it. He has had a terrible sales course and gets only mediocre performance evaluations from his present boss. Susan wants the job as much as Paul, and she thinks that she has a exquisite good shot at it.Her sales have improved significantly this past year, and her evaluations are the top hat in the engagement. Expectancy possibility would predict that Bill and Paul are not very incite to seek the promotion. Bill doesnt re aloney want it, and Paul doesnt think he has much of a chance of getting it. Susan, however, is very incite to seek the promotion because she wants it and thinks that she can get it. (Pride, 2009) b) on that point are three originators the WMC employees are resistant to motley Fear of the unkn admit, pauperism for security, and not steping the deprivation to reassign.Employees resist turn because they have to learn slightlything bran- mod. In m each cases there is not a contrast with the benefits of the sassy process, but rather a idolatry of the unknown future and intimately their ability to set to it. De Jager (2001, p. 24) argues, Most people are reluctant to leave the familiar behind. We are all suspicious nigh the unfamiliar we are naturally concerned about how we ordain get from the old to the new, especially if it involves breeding something new and risking failure. The WMC employees are facing this trouble right now with the takeover that is about to go through.The employees are unsure about the future of the caller-up and wont know whether BHP depart change things such as daily duties, company protocol/processes, and tear down add new capers. To alleviate besmirch resistance to change, the manager should try to offer tuition to the employees about what major power change in the future. This will remove the element of the unknown and help them to deal with the changes early on. Also they should try to encourage stave and make them believe that they have the ability to adjust, then removing the anxiety of the takeover.If employees dont see the need to change, they whitethorn become very stubborn and knotty to work with. several(prenominal) periods when there is a change in the workplace, employees dont agree with it and line up they are doing jobs well enough and the organisation is tally smoothly already. Even if this is true, there is always elbow room for improvement and this should be expressed to the employees. WMC has a dandy opportunity to become involved in a bigger corporation and with some employees having a chance to keep their jobs, it should be highlighted to them that perhaps this will wind instrument to a pay rise or even promotion.To minimize the resistance they should provide support to the provide by actively listening to the problems and complaints they have, provide nurture to help the module blend in with the new way of doing things, and help to overcome the performance pressures. whitethornhap then, the WMC employees will see that this change will lead to an improvement of the company and work efficiently and peacefully once again. c) Organizational change can be cause by external forces and internal forces. External forces have outside of the correspondence and not only do they affect a company, but they also cause planetary affects. at that place are three components that roleplay a crucial role in change of an organization from an external forces view. These three key factors brook a company to undergo change and regenerate its organization to improve its production and services. Economic factors greatly affect WMC. This includes the nature and direction of the national rescue in which a company does business. For international entities, it includes the global economy. We know that consumption is affected by the wealth of the population, and business people must plan accordingly.Some major considerations include the availability of credit and the inwardness of disposable income in a given market. some(prenominal) inflation and interest rates and a given countrys GDP are other economic factors that can help or hinder a companys marketing efforts. The current economy has leftover smaller companies vulnerable to bankruptcy. Merging with a larger company kindred BHP will allow WMC to contest effectively in the world market. Internal forces for change come from inside the organization. These forces may b e subtle, such as low morale, or can bear witness in outward signs, such as low productivity and conflict.Internal forces for change come from both gracious resource problems and managerial behaviour/decisions. humans Resource Problems is a major internal force for change. These problems stem from employee perceptions about how they are treated at work and the match between individual and organization needs. Dissatisfaction comes from an underlying employee problem that should be addressed. Unusual or high levels of absenteeism and turnover also represent forces for change. WMC might respond to these problems by reducing employees role conflict, overload, and ambiguity, and by removing the different stressors.Prospects for positive change stem from employee participation and suggestions. Managerial Behaviour/Decisions are an essential reason for organisational change. Excessive interpersonal conflict between managers and their subordinates is a sign that change is needed. Both t he manager and the employee may need interpersonal skills training, or the two individuals may simply need to be separated. For example, one of the parties might be transferred to a new department. Inappropriate loss attraction behaviours such as inadequate direction or support may result in human resource problems requiring change.Leadership training is one potentiality solution for this problem. Inequitable reward systems are extra forces for change. Clear Purpose The vision, mission, goal or task of the team must be defined and veritable by allone. In the case of BHP-WMC, there will be many changes when the two merge, so all the staff will have to be notified of the new action plan. This will make the team focus on the goal. In semiformality A good team should be informal, comfortable and relaxed. There shouldnt be any obvious tensions or signs of boredom.This may be tough for BHP-WMC because of the merger, there may be some resentment towards the other companys staff fo r having to merge with them. Also cliques will have organise which may cause some problems with the congregation working in concert. If they can work together effortlessly they will perform to a higher standard. Participation There should be much discussion and everyone should be back up to participate. This is also great for getting all the new staff members to bond with the BHP staff and to make them feel they are burning(prenominal) to the company.Listening The members should use effective listening techniques such as questioning, paraphrasing and summarizing to get out ideas. Therefore benefiting the company with possible innovative ideas. civilise Disagreement If there is disagreement, the team must be comfortable with this and show no signs of avoiding, smoothing over or suppressing conflict. This is promising to happen with the two companiess having their own previous ways of doing things, but to create an effective team, they must all constructively discuss and poi nt out a middle ground.Consensus Decisions For important decisions, the goal is straight but not necessarily unanimous agreement through open discussion of everyones ideas, avoidance of formal voting or easy compromises. This way the group should get the most suitable outcome without upsetting any of the group members or giving in to a poor idea overdue to peer pressure. Open Communication Team members should feel drop out to express their feelings on the tasks as well as on the groups operation. There should be few hole-and-corner(a) agendas.Communication takes place outside of meetings. This way nobody is hiding any feelings and is comfortable with the ongoing operations. dual-lane Leadership While a team has a formal leader, leaders functions shift from duration to time depending on the circumstances, the needs of the group and the skills of the members. The formal leader should models the appropriate behaviour and helps establish positive norms. This will give everyo ne a chance to feel important to the company and a chance to improve their leadership skills.External Relations The team should spend time developing key outside relationships and mobilizing resources, then construct credibility with important players in other split of the organization. This will be handy for when they need help from other departments, especially in a turbulent growing company like BHP. Style vicissitude The team should have a broad spectrum of team-player types, including members who emphasize attention to task, goal setting, focus on process and questions about how the team is mathematical process. This gives diversity and strength is every area.Self-Assessment Periodically, the team should stops to examine how well it is functioning and what may be interfering with its effectiveness. This is essential for any team, especially a newly created one like BHP-WMC. b) In creating effective teams, managers should act as facilitators and call for mutual account ability. do not monopolize team projects do not control daily activities. BHP-WMC could watch over these two theories quite easily. The managers could act as facilitators to the team so that it became more effective.They need to have a shared understanding and share responsibilities so that they can understand each other and work together as a well functioning machine. uncouth influence and task autonomy is also demand to make BHP-WMC more effective than they currently are. plebeian accountability will improve BP-WMC effectiveness because it mode the responsibility doesnt land all on one person, which means its more likely to improve your chances of achieving your objective if the responsibility is shared crossways the team.To amplification an employees behaviour, a positive re-enforcer is employ immediately after the behaviour is presented, the premise world that if the employee does something and is rewarded, then they are more likely to echo the act. Constant accompani ment must be use to help new behaviours become established. To maintain the desired behaviour once it is established, an intermittent re-enforcer, one that is used only occasionally, should be sufficient to use. Negative reinforcement is similar to the concept of a reward.Essentially, this is when something negative is upstage from a persons experience as a way to increase the likelihood of good behaviour happening again. For example, if a child studies unvoiced for a test and the parent rewards the child by not making him do chores, it is likely that this good studying behaviour will recur. Extinction is the fish fillet of positive reinforcers that have been maintaining an inappropriate behaviour. This relies on the theory that behaviours which are not reinforced will concisely disappear. Both positive and negative reinforcement result in learning. They strengthen a response and increase the possibility of repetition.Both punishment and extinction, however, weaken behaviour and tend to decrease its subsequent frequency. b) Punishment should be used as a last refuge only. With the employees already low on morale due to the uncertainty of their jobs, it wouldnt take much to excite them over the edge and start acting inappropriately, or even worse, quitting. Ways of using punishment as a reinforcement strategy are as follows The behaviour plan is congruent must be inwardly regulations and company policies. The use of punishment procedures to manage employee behaviours is an issue of growing debate.Employees should take care that all elements of a behaviour plan, including punishment procedures, fall within disciplinary guidelines both of the company policies and within the law. acknowledgement List Dick, P. & Ellis, S. (2006), Introduction to Organizational Behaviour tertiary Edition, McGraw-Hill Education, Berkshire, UK Mosley, D. C. , Megginson, L. C. , & Pietri, P. H. (2001) Supervisory Management The Art of Empowering and Developing People, South-Wes tern College Publishing, Ohio, U. S. A Ehlen, D. (1994), Supporting high performance teams, Manage, 46(2), pp. 32-34. Organizations, Jossey-Bass, San Francisco, U. S. A