Organisational Behaviour

Construction mega-projects are typically associated with cost overruns and time delays due to conflicts of interest between diverse stakeholders. This research investigates the influence of the partnering approach and the adoption of Design and Build (D-B) contractual agreement on the behaviour of stakeholders on mega-projects. Through a case study, the significant factors that influence stakeholder management are appraised, such as cooperation, developing trust, and a dearth of communication. The research concluded that mutual trust, transparency, leadership, the well-defined scope of work, a clear definition of responsibilities, collaboration, and training are the main success factors of partnering projects. The research also emphasised that Building Information Modelling (BIM) plays a vital role to secure the mentioned key successful factors for partnering. Furthermore, BIM facilitates achieving project objectives with the adoption of D-B contracts. This research contributes to t...

In the first of two articles this one opens the office door to better understand the potential success 'traps' awaiting senior executives. It  focuses on the types of behaviour which – in excess – can cause an executive's career to falter or even fail

This learning journal will seek to make an account of two situations which I have personally encountered. It will also use Organisational Behaviour theories to analyse as well as show procedures and make recommendations for correcting potential pitfalls. Years ago I was head of operations for an entrepreneurial service organisation that offered financial and consultancy services to start ups. Typical of the company was to assess requests for funds to boost client organisation productivity. As part of the qualifying procedures, a potential client was required to present, amongst other documents, a strategic and business plan that outlined the core business as well as a section that clearly shows where the organisation intends to be in five years. Unfortunately, this was a great challenge to many a company because business strategy and financial knowhow were not their strengths. This prompted our company to provide these services to clients along with the traditional services. In order to do this effectively, we had to first analyse the client's business potential, their strengths and opportunities, as well as their weaknesses and threats. At a later point, we had to determine which opportunities provided the best outcomes for the business, based on their strengths, and which threats provided the worst risks in correlation with their weaknesses. As it would happen, our business model changed over time and we decided to leverage our financial services section of the company and enhanced our micro finance service as this brought in the most rewards to the business. This made us look deeply into the viability of a potential clients' business as a way of ensuring its ability to pay back the borrowed funds on time, every time. As such, activities that we delved into typically took the form of organisational development activities and change management that saw selected individuals

İnsanlığın var olmasıyla birlikte manipülasyon kavramı da var olmuştur.
İnsanlık var olmaya devam ettikçe de manipülasyon kavramının da
var olacağını söylemek elbette mümkündür. Bunun sebebi, insanoğlunun düşünen, ruh ve duygu taşıyan bir varlık olmasından kaynaklanmaktadır. Bazen arkadaşımızdan aldığımız bir öneride, bazen çocuğumuzu bir tehlikeden korumak gerektiğinde ya da çevremizdekilerle daha iyi ilişkiler kurmak istediğimizde davranışlarımızı ve iletişimimizi hedeflerimiz doğrultusunda güzelleştiririz, uyumlulaştırırız. Tüm bu davranışlar aslında manipülasyon içermektedir. İnsanların davranışlarına,
iletişimlerine ve konuşmalarına sundukları bu katkılarındaki amaçları/niyetleri manipülasyonun pozitif ya da negatif olmasını belirler. Bu açıdan bakıldığında, insan ilişkilerinde, örgütsel davranışlarda ve özellikle yönetimde bir strateji aracı olarak manipülasyondan yararlanılmaktadır.

The manufacturing industry is still a significant economic sector and organizations try to make it attractive enough for their workforce, e.g. by motivating organizational culture. The aim of the paper is to present the results of a survey of organizational culture and its motivational potential in manufacturing organizations supporting sustainable manufacturing. Empirical exploration is based on Cartwright’s Nine Factors Methodology. The findings show that, generally, the subculture of the production workers has lower motivational potential than the subculture of non-production workers. At the same time production workers’ motivational potential decreases even more with the increasing length of service in the organization.

In this special issue of the European Journal of Higher Education, a number of experienced scholars provide a broad picture of the most recent round of mergers involving higher education institutions in Europe and beyond. In doing so, they address issues pertaining to the different phases described above and from various theoretical perspectives and in the light of particular historical trajectories and institutional conditions. The primary aim is to provide both an empirical account of recent developments as well as an initial foundation for more sophisticated and robust conceptual models used to illuminate on the complex phenomenon surrounding mergers in higher education, and, in turn, critically assess the implications when it comes to change patterns and future directions at the national and supranational (Europe) levels

This study aims to examine whether there is a significant correlation between the quality
of work life and academic title, wages, total number of years in the organisation, total number
of years at position, type of employment, work arrangement type (full-time, part-time, etc.),
overtime, perceptions about protective nature of the organisation as well as such demographic
characteristics as age, gender and marital status, and also looks at the impact of these variables
on the quality of work life. The sample was composed of 570 academics from 4 universities in
Ankara. Correlation analysis revealed a positive and significant correlation between the quality
of work life and academic title, total number of years in the organisation, total number of years
at position, wages, age and gender whereas it showed a significant negative correlation between
the quality of work life and type of employment, marital status and protective nature of the
organisation.

We believe strongly in the value of new participatory research methods as a way of stimulating high-quality learning of facts and skills, and awareness of new attitudes to improve people’s sexual health. Such methods would include mapping, ranking and scoring, ‘problem trees’, transect walks, time-lines, daily and seasonal schedules, pie -charts, flow charts and Venn diagrams. However, many of these methods require good facilitation, which is not always available.

I was reading a paper from Gartner the other day about 2021 strategic technological trends, and when compared with the 2020 revision, I saw how powerful these two new themes are today: location independence and business resilient delivery. I was pleased to see that (eventually), these principles are now recognised as a priority; but sadly and quite frankly - did we have to experience a pandemic to figure this out?

Organisational learning is a method of successfully dealing with continuous change. Emotional aspects of change, however, are not addressed in any detail. In this article, I explore the four branches of emotional intelligence, emotional awareness, emotional facilitation, emotional knowledge and emotional regulation to identify the links between organisational learning and emotional intelligence that contribute to successful organisational change. Although emotional intelligence has been identified as a predictor of workplace performance, little research has been conducted regarding the impact of the emotional intelligence on the behaviour of employees and managers during organisational change. Implications for managers are also discussed.

Résumé

Tant au niveau planétaire qu’en Suisse, le Mouvement évangélique intrigue par sa croissance rapide. Selon Fath (chiffre de 2020), plus d’un chrétien sur quatre est protestant évangélique, ce qui représente environ 660 millions de personnes sur 2.5 milliards de chrétiens dans le monde. Cependant, la sécularisation, les approches alternatives, le non-conformisme, les dérives sectaires et le prosélytisme sont des causes de la diminution du rapport de la population suisse à la religion chrétienne.

Ce travail est basé sur l’hypothèse qu’une démarche prospective d’accompagnement permettrait aux églises évangéliques de Suisse romande de vivre des transformations managériales, au niveau de leur gouvernance, sans entacher leur raison d’être. La dimension prospective permettrait de redynamiser les églises évangéliques en améliorant leur image auprès de la société romande. Cette étude permettrait par ailleurs de mieux cerner les difficultés de notre siècle en matière de gouvernance et d’aider les églises évangéliques, par l’autonomie de leur forme de gouvernance congrégationaliste, à mieux s’y inscrire afin de répondre aux besoins sociétaux de demain.

Étant donné que chaque église évangélique possède sa propre raison d’être, il est plus approprié d’en choisir une comme modèle de base, qui serait d’accord de se remettre en question, en faisant preuve de résilience. Intéressée par cette démarche, l’Église Évangélique de Lonay (EEL) s’est portée volontaire pour ce sujet d’étude.

La méthodologie se basera sur une étude rétrospective-prospective, non expérimentale et de type transversal, car elle permet la reproductibilité de la démarche d’accompagnement avec fiabilité pour d’autres églises évangéliques. Le travail sera composé de 3 étapes :

• Étape 1 : analyse des besoins sociétaux de demain (en matière de gouvernance), à travers plusieurs cadres théoriques (la Spirale Dynamique de Clare W. Graves, les niveaux logiques de Robert Dilts et les quatre styles de leadership de Petit et Delanghe)

• Étape 2 : analyse de la gouvernance de l’EEL (pratiques et valeurs actuelles), à travers plusieurs outils (une enquête sous forme de questionnaire en ligne, la combinaison de la priorisation et de la charte des valeurs, ainsi que les profils Leonardo 3.4.5)

• Étape 3 : analyse des écarts (évaluation de la capacité au changement de l’EEL), à travers l’alignement spiral, celui des niveaux logiques et celui du style de leadership de la gouvernance de l’EEL avec les besoins sociétaux de demain

Un management plus agile de la gouvernance de l’EEL a pu être obtenu par la création d’une charte des valeurs, qui permet de donner une cohérence aux valeurs et un équilibre à l’EEL, car ces valeurs servent à guider, à orienter et à gouverner. De plus, les quatre principes d’une organisation apprenante permettent à la gouvernance de l’EEL d’être plus en phase avec son écosystème par l’intermédiaire d’une auto-organisation.

Finalement, l’approche « Visioning » a permis de synthétiser ce travail de master et d’évaluer la capacité au changement de l’EEL, tout en amenant un aspect dynamique stimulant le progrès. Les axes de développement pour le leadership stratégique ont permis de trouver des trajectoires possibles et souhaitables, à travers les recommandations écloses, qui permettront l’amélioration sur le long terme de l’efficacité de la gouvernance de l’EEL. Ainsi, les transformations managériales proposées à l’EEL, permettront à leur gouvernance de s’adapter aux besoins sociétaux de demain, tout en préservant leur raison d’être.

Several researches in the past have explained many organizational and individual factors in connection with ‘members intention leave’. While, exploring the employee attitude further to identify more factors, which are having more or less significant relationship with members intention leave from organization, a study was conducted in  manufacturing sector. The objective of this research was to closely observe the attitude of organizational members intention leave from organization and develop an instrument to measure such intended behavior. The instrument  development process initially was followed with qualitative research method. Techniques like content analysis, personal
interviews with the organizational members, focus group discussions and Delphi technique were adopted to
identify the different factors. After identification of these variables through Delphi technique, these variables
were further exposed to its validity and reliability test. Further, content, construct and face validity was done
on the sub factors and items generated in the instrument. The instrument finally identified 12 items under three sub factors of ‘member’s intention to leave’ from the organization.

Key words: Intention to leave Instrument Delphi technique Factor analysis

Abstract: This study explores the leadership actions-oriented behavior of school principals in Finland. Actions-orientated behavior
enables the leader to appropriately articulate relations and task orientation to meet the immediate contextual demands and
to accommodate followership toward change and development. The leadership actions-orientated behavior of Finnish school
principals were studied in three schools. In-depth interviews with school actors (principals, vice principals, teachers, special
educators, and nonteaching staff) were conducted to triangulate the analyzed data. It was found that leadership actions-oriented
behavior enabled school leaders to articulate appropriate behavioral patterns to generate motivation and commitment. The
results suggest that actions orientations toward high-on relations enabled leaders to achieve leadership success, while actions
orientations toward high-on task enabled leadership effectiveness. Actions-oriented behavior toward high-on task enables
leadership flexibility with greater leadership elasticity. The results suggest that school actors anticipated a relational approach,
whose actions orientations were high-on task. The results also suggest that relations-oriented behavior is rationally applied by
school leaders who have remained in the organization for a longer time to strengthen the systematic approach. It was found
that leaders’ actions orientation with high-on task were more effective, while leadership actions orientation with high-on
relations generated social harmony. The results suggest that leadership actions-oriented behavioral flexibility and mobility can
be maintained by articulating high relations to low relations and high task to low task, not necessarily from task to relations or
relations to task alone. In doing so, a leader’s personality is prevented from distortions and behavior dysfunction.

Keywords: leadership behavior, actions-oriented behavior, relations-oriented behavior, task-oriented behavior, contextual variation,
leader’s case study, behavioral articulation, Finland, Skills, Ability, Competences and Intelligence (SACI)

This book addresses the critical knowledge gaps of mergers involving higher education institutions. It is based on a comparative research project (spring 2013-spring 2015) investigating the phenomena of mergers involving higher education institutions across the Nordic countries – Norway, Sweden, Finland and Denmark. The study involved close to 30 scholars from the region, and aimed at shedding critical light on, and providing novel contributions around, the following key aspects:
 Conceptual and theoretical approaches – strengths and limitations - towards the study of the phenomena of mergers in higher education;
 Historical developments, leading to significant structural changes in the domestic higher education landscape, and, in turn, how mergers have been used as a policy/institutional mechanism to foster adaptation to a new external environment at the local, national, regional and international levels;
 The complex dynamics inherent to merger processes by undertaking an in-depth investigation of a series of selected case studies, with a particular focus on the “black-box” associated with the implementation process;
 The implications of the findings as regards future policy and strategic endeavours, theory development and future research agenda.

The paper examines the relationships between CEOs’ personal traits, emotions, attitudes and tolerance of ambiguity; and subsequently, the influence of CEOs’ ambiguity tolerance in firms' performance. Design/methodology/approach – Survey data were collected from 256 ICT firms established in Greece. Their CEOs completed questionnaires examining TOA, personal traits, emotions and attitudes in the workplace. Principal components analysis and ordinary least-squares regressions were used to explore the hypotheses of the paper. Findings – Three factors characterize CEOs' emotions, namely pleasure, dominance and arousal; two factors their involvement, namely importance and interest; and, respectively, one their emotional intelligence namely, empathy/handling relationships. Further, locus of control; importance; arousal; empathy/handling relationships and interest affect decisively CEOs' tolerance of ambiguity, which in turn, seems to influence positively firms' performance. ...

This literature is about positive leadership – strategies for extra ordinary performance and how they can be used to create positive deviance in an organisation. Section one involves introduction, the background, statement of abundance, purpose of study and conceptual framework. Section two is the explanation of the frame work in relation to the best practice. Section three is the explanation of the relationship between the variables.

Organization is a place where the entire employees are going to work together. Commonly in any organization perception towards the work and organizational Human recourse practices play the very important role. Human Resource practices in organization describe about the perception of the employee towards the job and organization. In my Internship study I focused on the Human Resources practices and Culture of the BSSK Factory, its situated near 5 km to the Hallikhed village. In any organization HR practices play the very important role in the development of the organization and its keep the employee happy with there work. Organization working culture is going to define the employee perception about the organization and HR Practices. In a present situation many organizations are focusing to create employees friendly environment and working condition. Due to the bad Culture and unfriendly HR practices employees are leaving their job or they changing their work place one organization to another organization and its also somewhere becoming the trend of the employees in the organization. The best HR practice in a organization are going to create a good working culture of the organization. This study brings about the organization culture HR aspects of the employee's in the factory. The culture of the organization consists of the values and beliefs of the people in an organization that support the organizational goals, Organizational culture have an impact on employees satisfaction. This also describes different dimensions of organizational performance. Research shows that if employees are committed or having the same norms and values per organization have, can increase the performance towards achieving the over all organizational goals. The review states that various attributes of organization culture have the positive influence on the performance of the employees in an organization. The organization culture is the system of shared meaning held by members distinguishes another organization from another organization. The system shared meaning is key characteristics that organization values.

The case is prepared keeping management students, teachers and professionals in the mind and essentially deals with leadership issues bundled with other concepts like managerial roles, skills, functions, personality, business ethics, and interpersonal skills. Jindal Steel and Power Limited under Naveen Jindal earned continuous growth and also acquired aspired stature among other plants working in the steel and power sector. The present case deals with Mr. Naveen Jindals style of management who managed to get set one of the large but ailing steel plants amidst other roles as a parliamentarian at a very young age as Member of Parliament-cum-Managing Director of Jindal Steel and Power Limited. This case provides a glimpse of management concepts and theories that guide Jindals way of working focusing on leadership and power concepts. IQ acts for only about 20% of a persons success in life. The balance can be attributed to EI1 or EQ. – Goleman If one has to sketch an excelling Chief Executive Officer (CEO), what would be major ingredients? A work-life balance skewed in favour of work? All work and no play attitude? But what if, the person has to manage a balance between varied roles. Is it possible to excel in various fields altogether? The answer is affirmative in the case of Naveen Jindal. Naveen Jindal, Executive Chairman and Managing Director (MD) of the INR 13113 crore, Jindal Steel & Power Limited (JSPL) is success personified who manages all his roles, well, at least it seems so. Jindal is ranked as Indias best CEO 2 dignified parliamentarian in the constituency of Kurukshetra, Haryana & a well-known sportsperson as well.

The paper looks at enriching the human resource factor how they are molding and motivating the human resource capital through by training and development in hotel industries. Most of the hotels are not developed well, because the human resources are not using in a proper way. In that case this study will help how to improve the employee's skill and knowledge through by training and development. The researcher selects this area and use a structured questionnaire and the analysis are factor analysis, one-way ANOVA and regression. To find out how often the training session will be conducted in the hotel industries. After the training session the employee will move on to other hotels. If the hotels have good compensation method employee turnover will be decreased.

This study was aimed at evaluating the Performance Management Package (PMP) in the Zambia civil service. More specifically, it examined the key elements of the PMP and its implementation and attempted to determine the extent to which work plans and targets have been established and were adhered to in the Zambian civil service. The linkages between performance appraisal and the application of rewards, sanctions, training and skills development were also explored.
In order to do so, a stratified random sample of 236 civil servants drawn from three ministries (i.e. Agriculture and Co-operatives, Local Government and Housing and Finance and National Development) and two government institutions (i.e. Cabinet Office and the Public Service Management Division) were interviewed using a semi-structured questionnaire. In addition"to this were two members of the Performance Improvement Team (PIT) at the Ministry of Local Government and Housing (where the team was found to be in existence). For these two PIT members at the Ministry of Local Government and Housing an unstructured questionnaire was administered so as to get more qualitative data.
The results presented in this study show that although the PMP launch, briefing meetings and installation workshops had been carried out in the sampled organisations, no further work had been done to ensure that every employee had a work plan to follow and targets to achieve against which their performance could be evaluated. This was mainly due to inadequate financial and physical resources, on the one hand, and lack of visionary and committed leadership to continue with the PMP implementation, on the other. In addition, the government has never conducted a review of the PMP implementation in the ministries and institutions.
Similarly, although 78 percent of the respondents had work plans created for their jobs only slightly over half of them (i.e. 55.5 percent) claimed that their work plans were completely followed or adhered to. The main reasons cited for the failure to adhere to work plans were poor funding, increased workloads due to manpower shortages and the absence of strict follow-ups by managers to ensure that work plans were being followed. As regards performance appraisal, slightly over half of the respondents (i.e. 53.8 percent) had the view that the
IV

PMP had introduced or helped put in place a more objective annual performance appraisal system (APAS). Furthermore, the study also found weak linkages between APAS and the application of rewards, sanctions, and training and skills development in the civil service today. As a result of this, the majority of the civil servants interviewed (i.e. 58.5 percent) argued that the administration of the performance appraisal system in the civil service today was just a matter of routine and served very little purpose. The study noted the absence of any reward or incentive schemes and sanctioning mechanisms in the organisations visited that are required to effectively manage performance.
Therefore, as a way forward, the government can, among others, adopt the following measures to improve the implementation of the PMP: reduction of the five-step implementation strategy to make it more cost effective and easy to apply; provision of financial and physical resources at all levels of the PMP implementation process; introduction of a PMP implementation monitoring and evaluation mechanism; development and implementation of a clear rewards or incentives policy; resolution of the current dilution of authority over human resources and its management in the civil service; educating all civil servants on performance management and its importance

Purpose – Recent operations management research suggests that adopting and implementing the right practices are essential to attaining “world-class” performance. The purpose of this paper is to report the leading operations management practices and the strategy deployment framework that emerged from a qualitative study that addressed the question of how managers implement strategy in an organisational excellence environment.
Design/methodology/approach – Group work with managers responsible for implementing strategic initiatives was followed by case studies of seven organisations via in-depth semi-structured interviews. A survey questionnaire strengthened the validity of the constructs of strategy deployment that were identified in the case analyses.
Findings – In total, seven strategy deployment constructs were identified and linkages between them are described. The 50 leading deployment practices indicate a mix of hard and soft management skills applied across the seven constructs.
Practical implications – The leading deployment practices have the potential to raise the performance of organisations by improving the implementation of strategic initiatives. The framework is relevant to the deployment of both corporate and business unit strategy such as manufacturing or operations, and should be of interest to managers in these areas.
Originality/value – Researchers have noted for more than a decade that no generally accepted framework of operations management practices has emerged for strategy implementation. Most strategy studies have focused on strategy formulation, content, or on project/programme management. There have been few multiple case studies of leading strategy deployment practices in diverse organisations from both private and public sectors.