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Managing organisational performance

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MANAGING ORGANISATIONAL PERFORMANCE
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Acknowledgement:
This research enhances my acquaintance regarding the research study. It provides me the
prospect to face the challenges and triumph over them. I would like to thank my
superintendent ................... for the unvarying guidance and prop up during the progression of
this research. I would also like to thank my educational guides for their important
management throughout the research development.
Thanks and regards,
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Table of Contents
Introduction: ............................................................................................................................... 5
Activity 1: Explanation of individual differences in personality, values and attitude in
organisation (LO 1) .................................................................................................................... 6
(a) Personality and situational strength to influence behaviour in organisation (AC 1.1): ........ 6
(b) Similarities and differences in cultural values (AC 1.2): ..................................................... 6
(c) Examining the ethics of spirituality at work (LO 1.3): ........................................................ 7
(d) Differences between person-organisation, person –group and person-job (LO 1.4): .......... 8
Activity 2: Uniqueness of structures, processes, and interactions in health care organisation
(LO 2)......................................................................................................................................... 9
(a) Management and its characteristics in health and social care business (LO 2.1): ............... 9
(b) Components and nature of management in health and social care organisation (LO 2.2): .. 9
(c) Professionalization of management and its impact on individual behaviour (LO 2.3): ..... 10
(d) Roles and responsibility of managers and agency theory (LO 2.4): .................................. 11
Management skills for professional success in health and social care organisation (LO 3) .... 11
(e) Various trends in organisational design (LO 3.1): ............................................................. 11
(f) Building of organisational structure (LO 3.2): ................................................................... 12
(g) Balancing the needs of organisation with the needs of individuals (LO 3.3): ................... 13
(h) Distinguish between good design and high fashion (LO 3.4): ........................................... 13
Activity 3: Motivational factors and principles to management of performance at work (LO
4) .............................................................................................................................................. 15
(a) Job – context influence work – motivation (LO 4.1): ........................................................ 15
(b) Analysis of major theories of motivation (LO 4.2): ........................................................... 15
(c) Range of practical issues associated with applying motivational principles (LO 4.3): ...... 16
Activity 4: Roles and purposes of groups for effective decision making (LO 5) .................... 17
(a) Nature of decision-making and behaviour in-group decision making (AC 5.1): ............... 17
(b) Assets and liabilities of group problem solving and decision-making (AC 5.2): .............. 17
(c) Advantage and disadvantages of group decision making (LO 5.3): .................................. 18
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(d) Leadership role in-group decision making (LO 5.4): ......................................................... 18
Conclusion: .............................................................................................................................. 19
Recommendation: .................................................................................................................... 19
List of references: .................................................................................................................... 20
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Introduction:
Organisation is a unit, where people or group of people work together for fulfilment of a
common goal and objectives. During that fulfilment process of organisational objectives,
management department will need to frame necessary strategies and mission statements.
Along with that, it is necessary to measure the performance level of the organisation.
According to Arntz et al. (2012), organisational performances are the analysis part of
organisational output and evaluate their effectiveness towards the business objectives. This is
the process of organisational monitoring towards the future prospective and revenue
increment. In this study, the researcher will need to analyse and discuss different aspects of
organisational performance level and organisational behaviour towards future development in
business process. Therefore, it is necessary for the researcher to evaluate the performance
level of different organisational level with suitable approaches.
Figure 1: Organisational performance level
(Source: KÃrkel, 2012, p- 329)
Organisational
performance
Cost
management
Process
management
Adaptability
Product
management
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Activity 1: Explanation of individual differences in personality, values and attitude in
organisation (LO 1)
(a) Personality and situational strength to influence behaviour in organisation (AC 1.1):
In the words of Atkinson and Lucas (2011), personality is the individual difference and
behaviour. Personality factors influence based on different factors like environmental factors,
political factors, natural factors and economic factors. Therefore, it is necessary for every
business organisation to motivate employee level with effective personality to influence
organisational behaviour. Organisational behaviour refers to the development in business
process with effective customer relationship. Therefore, it is necessary for every business
organisation to provide necessary training process for better development in organisation
process.
Effective personality towards the customer level will attract the customers and become
lifetime customer for the company. Through effective personality management, level will be
able to frame strong organisational structure and maintain that structure for future
prospective. Along with this, it is necessary for the employees to have ability to reduce
situational risks from business process and make business process effective. As the researcher
is conducting an interview session, it is necessary to chose effective and well-personalised
employee for organisational development.
(b) Similarities and differences in cultural values (AC 1.2):
According to Davidson (2011), cultural values refer to the values of society level. Therefore,
it is necessary for every business organisation to know and adopt cultural values of different
countries before starting business process in those countries. Focus on cultural values will
help to gain customer level attention in the business process. Along with that, it is necessary
for the organisational level to analyse the differences and similarities of cultural values with
home country and host country.
Similarities in cultural values:
People prefer education level for better knowledge and judgement process.
Service process in business for customers is acceptable in all countries and customers
accept this concept.
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Customers prefer extra benefits from company level and cash benefits with extra
features.
Every customer level prefers long – term relationship between company and
customers.
Dissimilarities in cultural values:
Cultural values, ethical values and social values can be different in different countries.
Languages can be different in different countries and it can create problem in business
process.
Political factors and legal factors in different countries can be different.
(c) Examining the ethics of spirituality at work (LO 1.3):
In the words of Garber (2011), ethical issues and spiritual values are helpful for every
business organisation and that will be helpful to create customer level interest in business
process. Along with that, employees will need to have knowledge of ethical values and
spiritual values to interact with customers and business clients. Customers cannot ignore
ethical and spiritual values. Therefore, business process based on ethical and spiritual values
will be acceptable by the customers and helpful for business process. Here, the researcher has
mentioned different ethical and spiritual values those are need to focus:
(i) Organisational level will need to provide employment to the society level for fulfilment of
ethical values and social values.
(ii) Employees should not hurt customers’ emotions and need to show their importance in
business process. Employees should have knowledge about social values and ethical factors
before interacting with customers and other business clients.
(iii) Company level will need to provide customers’ level importance and need to provide
cash benefits for attracting the customers. Along with this, it is necessary to provide
educational supports to required level of society to increase company goodwill.
(iv) In earlier stages companies only focused on revenue level from market level. However,
in recent era companies focus on customer values and their emotional level.
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(d) Differences between person-organisation, person –group and person-job (LO 1.4):
Person-organisation
Person-group
Person-job
Here, the concept is persons
will need to focus on
organisational objectives and
provide similar efforts for the
fulfilment of business
objectives. Therefore,
persons will need to have
organisational level guideline
and need to have same level
concentration on
organisational objectives
(Mechtcheriakov and
Rettenbacher, 2012).
The concept is based on
group work and group efforts
on organisational objectives.
Here, persons will help each
other for achieving common
goal and objectives. Here,
persons or employees will
need to become co –
operative for each other.
Group work will be helpful
for completing organisational
objectives in time (Niemel et
al. 2012).
Person-job concept is based
on appropriate job process
for suitable employees. Here,
organisational level will need
to provide background and
experience level jobs to the
employees.
Table 1: Differentiations
(Source created by author)
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Activity 2: Uniqueness of structures, processes, and interactions in health care
organisation (LO 2)
(a) Management and its characteristics in health and social care business (LO 2.1):
According to Salamone and Correa (2012), management is the process of planning,
organising, recruiting, directing and controlling the entire process. This process is applicable
in every business organisation. Management process is helpful for resource allocation and its
effective implementation in the business process. Poor management process can create loss
and risks in the business process. Therefore, it is necessary to run management process
effectively. The characteristics of management in health and social care business are:
(i) Management is a continuous process. It is necessary to run the management process for
every time. Therefore, management process should be continuous for fulfilment of
organisational objectives.
(ii) Management has discipline. In health care business, employees and managers cannot
engage extra business process. For health care business, management process will need to
different and it will not match with other management process. Here, treatment should
provide in time to the patients (JOE, 2015).
(iii) Management process is a universal application. Every business organisation needs
management process. Therefore, it is a universal process. In case of health and social care,
management process will match with another health and social care.
(iv) Management process is goal and objective oriented.
(v) Management is a human activity, because it is the human, who frame strategies for
business development.
(b) Components and nature of management in health and social care organisation (LO
2.2):
In the words of Silberer and Kacher (2014), management process is necessary for every
business organisation and top-level personnel will need to control the business process
through implementing management process. Therefore, it is necessary to frame necessary
rules and structure of management for continuation of the process.
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Components of management in health and social care organisation:
(i) Organisational activity: Management process is a group activity, which is required to fulfil
by group work and personnel level participation.
(ii) Goal formation: Management process will need to have specific goal and objectives.
(iii) Accomplishment and evaluati on: Management process will need to be evaluated by top-
level managers and frame effective strategies for development (Nicklin, 2012).
(iv) Implementation: The ultimate management process will need to effective and provide
profitable result after implementing in business process.
Natures of management in health and social care organisation:
(i) Universal applicability: Management process in health and social care will be similar with
other health and social care.
(ii) Guidelines: Management process should have some guidelines, which will be helpful for
implementation of management process in business (Cambridge Judge Business School,
2015).
(iii) Flexibility: Management process will need to be flexible. Management process will need
to frame according to the business situation.
(c) Professionalization of management and its impact on individual behaviour (LO 2.3):
In the words of Jawahar (2012), professionalization is the process where person focuses on
business processes and evaluate the effectiveness and its resulting satiations. In this process,
person and employees will need to implement their knowledge and experience level in the
business process and achieve organisational goals. Therefore, it is necessary to have
professionalization in individual behaviour to achieve business objectives and reduce risk
factors from business process. The impacts of professionalization on individual behaviour
are:
Professionalization will be helpful to conduct business processes.
Professionalization is necessary for employee level to increase their work
productivity.
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Professionalization is helpful for management level to frame necessary strategies for
business development and revenue increment.
(d) Roles and responsibility of managers and agency theory (LO 2.4):
According to Hitka et al. (2015), managers are the personnel levels, who control the
management process and develop the business process for future prospective. Therefore,
managers will need to have ability to control the entire business process and fulfil objectives.
The roles and responsibilities of managers are as follows:
Managers will need to perform necessary duties as organisational head and need to
frame necessary strategies for business process.
Managers will need to control the business process and motivate employees towards
the business objectives.
Managers will need to monitor the entire business process and collect relevant
information for framing strategies.
Managers have authority to change the strategies at the time of necessity.
Managers will need to negotiate with another organisation for expanding business
process through merger.
In the words of Goddijn (2012), agency theory is necessary for evaluating and understanding
the relationship between agents and principals. Business agents represent the business process
in market and gather customer level interest for revenue forecasting process. In this case,
agents will need to implement the business principles. During the management process,
conflicts can arise between agents and principals. Therefore, co-operation level will need to
take place for better development in business process. Agency theory is helpful to allocate the
conflict level.
Management skills for professional success in health and social care organisation (LO 3)
(e) Various trends in organisational design (LO 3.1):
According to Githens (2012), organisational design shows the overall structure of the
organisational work process. Organisational design will provide necessary information about
roles and duties of different levels of organisational structure. In earlier stages, organisational
work force was limited. However, increasing level in market competition has changed
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organisational design and work force has divided between different organisational levels. The
different trends of organisational design has mentioned below:
(i) Flat organisational structure can cover vast areas of organisational process and it is able to
recognise organisational risks directly by top – level management. In flat organisational
structure, each level has direct communication with top – level management and interaction is
more effective. In this case, organisational levels are able to analyse organisational functions
more effectively and frame necessary strategies for better development.
(ii) Hierarchical structure of organisation has three different levels; top – level, middle – level
and lower – level. In this case, lower level cannot communicate with top – level directly.
Middle level management plays role as a bridge between top – level and lower level
management. In this case, top-level management cannot recognise directly organisational
obstacles. Middle level management recognise those problematic factors and provide
required reports to the top – level management.
(f) Building of organisational structure (LO 3.2):
Figure 2: Organisational strcuture that incorporates new incentives
(Source: Giancola, 2010, p- 27)
This organisation structure will be helpful for incorprating new incentives for positive action.
Through this organisational structure, business process will become more easier for analysing
different business activities. For better development in organisation, it is necessary to
Chief executive officer
Deputy CEO
Mitigation &
research unit
Operation
manager
Project
manager
Training
specialists
Corporate
manager
Mitigation
manager
Operation
unit
Public
information and
training unit
Admin and
finance unit
Project
management unit
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maintain communication process between the levels. This will be helpful for framing
effective strategies for organiosational development. Apart from that, organisational strcuture
will need to be flexible, so that it can change at the time of necessity.
(g) Balancing the needs of organisation with the needs of individuals (LO 3.3):
Needs of organisation
(i) Organisation needs profitable factors from
market area.
(ii) Organisations will need to have strategic
development phases for future development.
(iii) Organisations require monitoring process
for evaluation of organisational activities.
(iv) Organisations will need to maintain
customer – company relationship for long
time.
(v) Organisations will need to change
organisational strategies along products and
services.
Table 2: Balance of needs of organisation and needs of individual
(Source: Created by author)
(h) Distinguish between good design and high fashion (LO 3.4):
According to Gallie, (2010), good design of organisational structure will be helpful for
development organisational objectives and adding fashion in organisational design will attract
the employee level and motivate them for increasing their work force level. Therefore, it is
necessary for the organisations to focus on good organisational design, because fashionable
design can incorporate in good design. The distinguishing factors have mentioned below:
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Good design
(i) Good organisational design will be
effective for framing organisational work
process effectively.
(ii) Organisational structure in effective
manner will attract the personnel for better
performance in organisational levels.
(iii) Good organisational design will create
responsive environment in the organisation.
(iv) Good design can create effective
communication process among the
organisational levels.
Table 3: Difference between good design and high fashion
(Source: Created by author)
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Activity 3: Motivational factors and principles to management of performance at work
(LO 4)
(a) Job – context influence work – motivation (LO 4.1):
Better improvement in job culture will need to follow experience level of the employees.
From the viewpoint of Fernandez and Pitts (2011), management level of organisation will
need to provide supportive level jobs to the employees so that they can easily fulfil the
requirements and fulfil business objectives. Along with that, it is necessary for management
department to have effective training sessions for the employees to provide job knowledge
and information about organisational objectives. Before selecting employees for
organisational purpose, recruitment department will need to have information about
organisation objectives and their fulfilment period. Based on that recruitment section will
need to hire employees and provide them responsibilities according to their background.
(b) Analysis of major theories of motivation (LO 4.2):
Taylor’s theory of motivation: Fredrick Winslow Taylor develops the theory of scientific
management. According to Dasgupta (2013), Taylor’s scientific management theory provides
information about employees’ satisfaction level and discuss how better organisational
objectives can be achieved. It has mentioned that top-level management will need to break
down the work in to small tasks and provide to the employee level. This will lead to reduce
the work pressure from employee level and they can complete those works without any
problem. This process will reduce risk from organisation process.
Maslow’s theory of motivation: Abraham Maslow developed the theory of psychological
theory of motivation for individuals. In the words of Culliney (2014), Maslow has discussed
different levels of psychological parameters, which help individuals to take decision about
their requirement factors. Based on that individuals focus on different levels of requirements
and fulfil their needs. Those needs are physiological needs, safety needs, social needs, self-
esteem needs and self-actualisation needs.
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Figure 3: Maslow’s hierarchy needs theory
(Source: Chambel and Castanheira, 2012, p- 113)
(c) Range of practical issues associated with applying motivational principles (LO 4.3):
For the continuation of the study, the researcher has discussed different levels of theories.
Along with that, the researcher has discussed different motivational factors for personnel
development in organisational changes. However, due to changes in organisational
environment organisational structure changes. Therefore, it is necessary for organisation, to
choose employees based on required level and who can fulfil their organisational objectives
on time. According to Spiegel (2010), for practical implementation of Maslow theory, it is
necessary for organisation to fulfil different needs systematically and help them to become
motivated. At that level, employees will be able to increase their work force level and help
organisations for fulfilment of organisational objectives. Along with that, interaction level
will need to take place between employees and top-level managers.
Actualisatio
n needs
Esteem needs
Social needs
Safety needs
Physiological needs
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Activity 4: Roles and purposes of groups for effective decision making (LO 5)
(a) Nature of decision-making and behaviour in-group decision making (AC 5.1):
Decision making process is necessary for every business organisation. According to Simonson
(2012), top-level management will need to approach middle and lower level management to take
part in decision-making process. Group decision-making process will be effective more than
individual process. The nature of decision-making process has discussed below:
(i) Goal oriented process: It is necessary to have information about business goals, because
strategies for business development will need to cover organisational goals. Therefore, decision-
making process will need to base on organisational goals.
(ii) Continuous process: Business decision-making process will be continuous for all the time. As
business opportunities and threats are uncertain, it is necessary to analyse business environment
and frame necessary strategies for business development.
(iii) Flexible process: Business strategies will need to flexible so that it can change at the time of
necessity. Taking time for decision change will be risky for business development and reducing
business risks.
(b) Assets and liabilities of group problem solving and decision-making (AC 5.2):
Assets of group problem solving
(i) Group members’ experience level will be
helpful in decision-making process.
(ii) Organisational level information about
market analysis will be helpful for reducing
organisational problems.
(iii) Historical data will be necessary for
framing strategies and solving organisational
problems.
Table 4: Assets and liabilities of group problem solving and decision-making
(Source: Created by author)
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(c) Advantage and disadvantages of group decision making (LO 5.3):
Group decision making is effective process for framing effective organisational strategies.
Most of the emerging business organisations implement group decision – making process for
better strategic implementation. However, there are advantages and disadvantages of group
decision-making process.
Advantages of group decision-making process:
(i) According to Jodai (2012), group decision – making process is effective for framing
improves strategies in business process. Group decision – making process involves better
analysis results of market data and organisational information.
(ii) Participative style in – group decision-making will be helpful to implement employees’
skills and experience level for business process development. Therefore, fulfilment of
organisational objectives will be effective and in time.
(iii) Group decision – making process is democratic in nature. Therefore, it will be helpful for
every employee to provide their own view – point during decision-making process.
Disadvantages of group decision-making process:
(i) In group decision-making process can create conflict between the employees. Therefore,
that will be a critical phase in-group decision-making process.
(ii) Group decision-making process can create low effective strategies for business
development and that strategy can effect at lower level.
(d) Leadership role in-group decision making (LO 5.4):
Leadership is the process, where leaders will need to analyse, evaluate entire business
process, and take necessary decision for business development. The rolling factors of
leadership in-group decision making are:
Leadership process will create analytical factors in decision-making process.
Leadership process in decision-making process will lead to have control over the
process.
Leadership in-group decision making process will lead to have effective placement
and monitoring process in business development.
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Conclusion:
During the study, the researcher has analysed and discussed different motivational factors for
employees in business development. Along with that, the researcher has discussed
motivational theories, which will be applicable in employee motivation. In this study, the
researcher has discussed different aspect of group decision-making process.
Recommendation:
For better development in decision-making process, organisations will need to
approach employees to take part in decision-making process.
Organisational level will need to have better communication between employees,
subordinates and managers level.
Employees should have job process according to their experience level and
background.
Management level should implement grievance process in the health care
organisation. This will lead to create effective relationship between patients and
health practitioners.
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List of references:
Books:
Jodai, H. (2012). Motivational Factors & English Achievement. Saarbrücken: LAP
LAMBERT Academic Publishing.
Simonson, L. (2012). Everything you need to know about motivational factors. [Newmarket,
Ont.]: BrainMass Inc.
Spiegel, A. (2010). Contested public spheres. Wiesbaden: VS Research.
Atkinson, C. and Lucas, R. (2011). Employee relations. [Bradford, UK]: Emerald.
Davidson, J. (2011). Motivation. Cinncinnati, Oh. ; Newton Abbot: David & Charles.
Garber, P. (2011). Coaching employee engagement training. Alexandria, Va.: ASTD Press.
Journals:
Arntz, A., Hawke, L., Bamelis, L., Spinhoven, P. and Molendijk, M. (2012). “Changes in
natural language use as an indicator of psychotherapeutic change in personality disorders”.
Behaviour Research and Therapy, 50(3), pp.191-202.
Mechtcheriakov, S. and Rettenbacher, M. (2012). “Motivierende Gesprächsführung
(Motivational Interviewing) in der Psychiatrie”. neuropsychiatrie, 26(4), pp.187-191.
Niemel, P., DiRienzo, N. and Hedrick, A. (2012). “Predator-induced changes in the boldness
of naïve field crickets, Gryllus integer, depends on behavioural type”. Animal Behaviour,
84(1), pp.129-135.
Salamone, J. and Correa, M. (2012). “The Mysterious Motivational Functions of Mesolimbic
Dopamine”. Neuron, 76(3), pp.470-485.
Chambel, M. and Castanheira, F. (2012). “Training opportunities and employee exhaustion in
call centres: mediation by psychological contract fulfillment”. International Journal of
Training and Development, 16(2), pp.107-117.
Culliney, T. (2014). “Notes on Predatory Behaviour in Rhinacloa forticornis (Hemiptera:
Miridae “). Curr. Agri. Res. Jour, 2(1), pp.101-204.
Dasgupta, P. (2013). “Volatility of Workload on Employee Performance and Significance of
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Motivation: IT Sector”. SJBM, 1(1), p.105-218
Fernandez, S. and Pitts, D. (2011). “Understanding Employee Motivation to Innovate:
Evidence from Front Line Employees in United States Federal Agencies”. Australian Journal
of Public Administration, 70(2), pp.202-222.
Gallie, D., (2010). “Teamwork, Skill Development and Employee Welfare”. British Journal
of Industrial Relations, 50(1), pp.23-46.
Giancola, F. (2010). “Examining the Job Itself as a Source of Employee Motivation”.
Compensation & Benefits Review, 43(1), pp.23-29.
Githens, R. (2012). “Organization Change and Social Organizing Strategies: Employee-
Initiated Organization Development”. Human Resource Development Quarterly, 23(4),
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Goddijn, H. (2012). “Recensions Book ReviewsBibliography - Bibliographie : MERTON
(R.K.) and NISBET (R.A.) ed. Contemporary Social Problems An Introduction to the
Sociology of Deviant Behaviour and Social Disor ganisation. Harcourt, Brace & World, Inc.,
New York and Burlingame”, 754 pp., $ 6,95. Social Compass, 9(3), pp.278-279.
Hitka, M., Stachov and Stacho, Z. (2015). “Differences in Employee Motivation at Slovak
Primary Schools in Rural and Urban Areas”. IES, 8(5). pp.227-284
Jawahar, i. (2012). “Mediating Role of Satisfaction with Growth Opportunities on the
Relationship Between Employee Development Opportunities and Citizenship Behaviors and
Burnout”. Journal of Applied Social Psychology, 42(9), pp.2257-2284.
Matsidiso Nehemia Naong, (2012). “The impact of management indecisiveness on employee
motivation and performance.” African Journal of Business Management, 6(9). pp.217-224
Nicklin, L. (2012). Reviews : “The Health Service: The New Health Service in Britain--Its Or
ganisation Outlined. Dr. R. J. Donaldson. The Royal Society for the Promotion of Health”.
Health Education Journal, 36(4), pp.118-118.
Silberer, G. and Kacher, M. (2014). “Fulfillment im E-Commer Commerce ce — Or
Organisation, ganisation, Ziele, Er Erfahrungen: fahrungen: Er Ergebnisse gebnisse einer
empirischen Studie”. der markt, 43(3-4), pp.147-154.
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Websites:
JOE, T. (2015). Understanding Employee Motivation. Joe.org. Available from:
http://www.joe.org/joe/1998june/rb3.php [Accessed 30 May 2015].
Cambridge Judge Business School, (2015). Organisational Behaviour & Information
Systems. Available from: https://www.jbs.cam.ac.uk/faculty-research/subject-
groups/organisational-behaviour-information-systems/ [Accessed 30 May 2015].

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