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Exemplar Assignment for MGNT803 by PROJ040_17 Test student 0 Submission date: 11-Apr XXXXXXXXXX:58PM (UTC+1000) Submission ID: XXXXXXXXXX File name:...

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Exemplar Assignment fo
MGNT803
y PROJ040_17 Test student 0
Submission date: 11-Apr XXXXXXXXXX:58PM (UTC+1000)
Submission ID: XXXXXXXXXX
File name:
103745_PROJ040_17_Test_student_0_Exemplar_Assignment_f or_MGNT803_691899_ XXXXXXXXXXdocx
Word count: 2416
Character count: 20734
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SIMILARITY INDEX
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Exemplar Assignment for MGNT803
ORIGINALITY REPORT
PRIMARY SOURCES
Submitted to University of Wollongong
Student Pape
portal.tpu.ru:7777
Internet Source
Submitted to La Trobe University
Student Pape
www.em
i.org
Internet Source
epub.wu.ac.at
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esearchbank.rmit.edu.au
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Submitted to University of Oklahoma
Student Pape
journals.sagepub.com
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link.springer.com
Internet Source
10 <1%
Exclude quotes Of f
Exclude bibliography Of f
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www.instituteforpr.org
Internet Source
    Exemplar Assignment for MGNT803
    by PROJ040_17 Test student 0
    Exemplar Assignment for MGNT803
    ORIGINALITY REPORT
    PRIMARY SOURCES

Report Template Document
MGMT803 Organisational Behaviour and Management
Short Report Format
Report Title:
Your student name
Your student numbe
date
Introduction
This section introduces the topic of the report. This advises the reader what your report contains as a
ief outline. This section should be about 5 sentences (approx. 100 words).
Overview of (insert the name of the selected topic)
In this section of your report you discuss all your readings. This section should be about 1200 words.
Heading 1 (insert a heading that reflects key argument of article 1 & 2)
· This subsection should be overview of your topic from the perspective of the first 2 readings.
· In this section you should drawn from your annotated bibliography of the two articles from Assessment 3. It is important to improve on your work from Assessment 3 by incorporating feedback you received from your lecturer when writing this section.
Heading 2 (insert a heading that reflects key argument of article 3)
· In this section you introduce your third (3rd) reading by summarising the key arguments of this reading.
Heading 3 (insert a heading that reflects key argument of article 4)
· In this section you introduce your fourth (4th) reading by summarising the key arguments of this reading.
Summary of key points from literature
· This section provides a summary that compares and contrasts the 4 articles
Practical implications for managers
This section of the report includes a focused 200 word response and outlines how insights from the above 3 articles may be used by managers in day-to-day work.
Reflection on learning about this topic from articles and lectures

This section of the report includes a focused 150 word response and reflection on learning from the 4 articles, (lectures and tutorial activities may also be included) for this management topic and assessment.
Conclusion
This section should be about 100 words and outlines key points of the topic of this report..
References
· This section must be in Harvard Style and is not counted in the assessment word count. This section should include:
· All references used in report.
· Any additional materials that you have used in this assessment, for example Harvard Referencing Guide from the li
ary website; lecture notes or in class activities that have helped you develop your understanding of the topic.
Page | 4
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Answered Same Day Apr 14, 2020 MGNT803

Solution

Sundeep answered on Apr 15 2020
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Table Of Content:
Introduction--------------------------------------------------------------------------- 3
Organisational Culture Model-----------------------------------------------------4
Power Culture Dimension-----------------------------------------------------------6
Role Culture Model-------------------------------------------------------------------8
Support Culture Model--------------------------------------------------------------12
What Managers can do--------------------------------------------------------------14
Conclusion----------------------------------------------------------------------------- 15
Reference-------------------------------------------------------------------------------16
Introduction
    Organisational culture is a widely used term. It defines the way an organisation works and how the people in it respond to it. But in some way it gives rise to ambiguity in terms of its effectiveness and its measurability. There are multiple variables that are accounted for in the measurement of the organisational culture and behaviour. For many decades, researchers believe that the organisational culture and behaviour are the practices and the climates that an organisation practises for its people and its clients (Schein, 2004). An important part of organisational culture is the leadership that runs along with it. The leadership style and organisational culture are intertwined and work together. This report suggests why organizational culture is important to effectively enhance both the macro economics of the organisation and the comfort level of its employees. Organisational culture also helps maintain the retention of the employees and the developments that take place in an organisation. Martins and Martins (2003), state the general definition of an organisational culture as” A system of shared values held by the members of the organisation which distinguishes one organisation from another” An organisational culture is in distinctive form its norms, beliefs, ways of behaving and the principles which give the organisation its unique position.
The organisational culture values and methods may be written or ve
al and may be passed on from one level of seniority to another.
Organisational Culture Model
There are a number of models which describe the organisational culture and their methodologies. Ha
ison has described an organisational business model as follows
Even though the model is intended to be descriptive instead of evaluative, there is a tendency to approach it in evaluative terms. This models names the culture gap which is present in the cu
ent culture and the preffered culture. This model divides the organisational culture into 4 parts which are:
- Role Oriented Culture
- Power Oriented Culture
- Achievement Oriented Culture
- Support Oriented Culture
(Schneider, B., Ehrhart, M.G. and Macey, W.H., 2013)
There are 2 modes of operation for this model, Formalisation and centralisation. Both these operation modes can be measured on a scale of low and high.
High formalisation in an organisation leads to a hierarchy of people and they determine the work culture. The organisation culture becomes predictive, organised and consistent. This intends to organise the member’s views and the reporting status to the leaders of the organisation. The member’s behaviour and the rules of the organisation that are accepted by the organisation are the accepted norms of the organisation.
Power Culture Dimension
    In any organisation, power indicates authority. When authority comes into picture, work needs to be get done by the juniors. Power oriented organisation culture is defined as “organisation culture which is based on inequality of the access of resources”. In this organisation, centralisation is at a very high level. In such organisations the formalisation is limited but due to centralisation, a hierarchy of line is created which is centralisation. Such organisations are valued to be rule oriented and respect of authority is meant to be understood in such scenarios. In this type of organisation culture, the leader or the boss or the dominant head of the organisation sits in the centre and is su
ounded...
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