GROUP ASSIGNMENT
ORGANIZATIONAL BEHAVIOR IN GLOBAL
MARKETPLACE(MGMT258)
Submitted To- Enejada jasa
Submitted By-1. Romonjot Singh (10348728)
[Link] Kaur (10348122)
[Link] Kaur (10321738)
4. Saed Abdallah jaradat (10343051)
Section- G2
IDENTIFYING INDEPENDENT AND DEPENDENT VARIABLES
CC-1. In the context of 5 management systems as variables in an
experiment, independent variable is the factor that is changed by the
researcher. It is a variable that is supposed to have an effect on the
dependent variable. The dependent variable is the outcome that is
observed or measured. Dependent variable is expected to be
influenced by independent variable.
Independent variable would be the different management systems
being compared or tested. This includes different approaches such as
communication, leadership, performance evaluation, decision-making,
or employee motivation. On the other hand, dependent variable would
be the outcomes such as employee satisfaction, productivity,
performance, or overall success of organization.
The relationship between independent and dependent variables is that
the different management being tested and compared (independent
variable) is expected to have outcomes or results (dependent variable).
OTHER VARIABLES TO MEASURE OUTCOMES
CC-2. Yes, in addition to the outcomes mentioned earlier, there are
other variables that might be consider as outcomes depending on
specific focus of your experiment. This can be employee engagement,
turnover rates, jobs satisfaction, financial performances, and customer
satisfaction, as additional outcomes.
MOST EFFECTIVE AND LEAST EFFECTIVE METHODS
CC-3. Collaborative approach seems to be more effective in generating
revenues and turnover reduction. As this method focus on teamwork,
open communication, and involving employee in decision making. In
collaborative environment employees feel valued, and motivated. This
leads to the increment in the productivity, customer satisfaction, and
higher revenues. Collaborative approach creates a positive and
supportive work place.
On the other hand, the least effective method for generating and
reducing turnover is autocratic management. This approach is
characterized by top-down decision making and limited employee
involvement. This creates lack of motivation, autonomy, and job
satisfaction among employees, which result in less productivity, and
higher turnover rates. Employees can feel undervalued and leading to
negative impacts on revenues generation and employee retention.
CONCERN ABOUT THE DATA
CC-4. One concern is that the data might be influenced by various
factors such as the size of organization, industry type, or the specific
context in which the management methods were implement. In
addition, the data might not capture all the complexities of each
management method. Therefore, it’s always important to take a holistic
approach and consider multiple sources of information when evaluating
the effectiveness of different management methods.
Cc5
Comparing how many stores picked each program helps us understand
why managers chose what they did. Some stores that have been
around a long time or are in tough spots economically stuck with
Program I, probably because they're cautious about changing things
when times are tough. But stores in busy areas or with younger teams
liked Programs II and III, which focus more on tracking numbers and
getting feedback from employees. This suggests these managers are
more open to using data and involving their teams to make things
better.
Cc6
The fact that managers got to choose their program affects how we can
understand its success. Each manager's beliefs and style can shape how
a program is put into action and how employees feel about it. For
example, managers who chose Program I might think that sticking with
the same approach is safest when things are uncertain. But managers
who went for Program IV might believe that getting employees involved
in decisions is the key to improving things. These different viewpoints
can impact how well a program works and how employees respond to
it.
Cc7
Using random assignment instead of letting managers choose would
have some benefits. It would help balance out any biases or
preferences managers might have. It would also make it easier to see if
a program really is making a difference by making sure everything else
is the same across stores. Plus, it would give stronger proof that any
changes in the stores are because of the program itself, not other
outside factors. Overall, random assignment would make the whole
evaluation process more trustworthy and give us more confidence in
the results.
CC-8. Impact of Changing Workforce and Economy
The scenario's depicted economic and labor market conditions have a
big impact on how effective management initiatives are. Motivation
and engagement among employees are even more important in a
struggling economy where job instability is common. Programs that
provide employees with a feeling of direction, engagement, and growth
prospects are probably more likely to connect with hesitant staff
members. A more seasoned workforce's engagement in these
initiatives might also be advantageous because of their maturity,
expertise, and dedication. Nonetheless, it's critical to understand that
in a stronger economy where employment stability is less of an issue,
these programs might operate differently. In order to meet the specific
requirements and expectations of employees in various economic
circumstances, adjustments could be required.
CC-9. Evaluation of Claussen's Program Design
By embracing the concepts of employee empowerment and
involvement, Claussen's program design exhibits promise and is
consistent with study findings on successful goal-setting and motivating
techniques. There is room for improvement, though. Claussen could
improve the program's efficacy by delving deeper into the theories of
goal-setting and motivating techniques. In particular, adding
components like precise goal-setting, individualized feedback systems,
and chances for skill-building could result in more notable increases in
worker motivation and output. To further improve the program's
efficacy in addressing the issues facing the organization, it should be
customized to the unique requirements and worries of Morgan-Moe's
employees, as described in the scenario.
C10: When these systems are put into place, staff members may
experience a variety of feelings. Some might experience motivation and
engagement, particularly if they see the program as a means of
enhancing their job security and making a positive impact on the
company's success. Others could experience fear or doubt, particularly
if they don't know how the program will impact their job or if they think
management is using it to keep a closer eye on them.
Managers should carry out the program in an approach that follows
organizational justice principles in order to guarantee its success. This
involves exchanging information and making decisions in a way that is
equal and open. Supervisors should to be transparent with staff
members regarding the goal of the effort and the ways in which it will
affect them. Employees should be asked for their opinions and, if
possible, included in decision-making processes. Furthermore,
managers must guarantee that the program is implemented evenly and
equally for every employee in order to prevent the feeling of partiality
or unfair treatment.
