P&O 2 Chirag Sankeshwari st20095348_mba7003

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Cardiff Metropolitan University
UNIVERSAL BUSINESS SCHOOL
Karjat, Mumbai
PEOPLE & ORGANIZATION
ASSIGNMENT- 2
Module: People & Organizations (MBA7000)
Module Leader: Dr. Ginlianlal Buhril
Name: Chirag Sankeshwari
Student Id: ST20095348
Date of Submission: 2nd
April 2016

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Sr. No. Title Page No.
1. Critically assess Organizational Culture with special emphasis 3
on the best practices in the 21st Century
2. Analyze Inter-cultural differences in Leadership styles with 6
special emphasis on the best practices in the 21st Century
3. Analyze Strategic Human Resource Management with 8
special emphasis on the best practices in the 21st Century
4. Analyze Performance Evaluation method with special emphasis 10
on the best practices in the 21st Century
5. Analyze Conflict Resolution with special emphasis on the 13
best practices in the 21st Century
6. Bibliography 15
Table of Contents

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Critically assess Organizational Culture with special emphasis
on the best practices in the 21st
Century
The culture of a company is related to how employee perceive the features of the organization’s
ideologies irrespective of whether individuals like it or not. The culture of an organization is
developed over for a long period of time and is based out of strong internal values to which
employees are strongly devoted.
“Organizational culture is the set of shared values and ethos. It varies from one company to other.
Each company has its own managerial ideologies and convictions.”
Organizational culture is made up of seven principal characteristics:
1. INNOVATION AND RISK TAKING: The level to which employees are motivated to be
creative and are risk takers.
2. ATTENTION TO DETAIL: The level to which employees are expected to be perfect analyze
and give attention to details.
3. OUTCOME ORIENTATION: The level to which management emphases on targets rather
the methods used to attain those targets.
4. PEOPLE ORIENTATION: The level to which managerial decisions give importance on the
effects of results to people inside the organization.
5. TEAM ORIENTATION: The level to which work activities are planned around groups
instead of people.
Figure 1.1 Dimensions of Organizational Culture

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6. AGGRESSIVENESS: The level to which individuals are fierce and competitive instead of
being relaxed.
7. STABILITY: The level to which organizational activities highlight in retaining status quo
compared to growth.
SUSTAINING THE CULTURE
There are enactments inside the organization which helps in maintaining cultures alive. The
selection procedures, performance assessment norms, training and development events &
promotion processes make sure whether individuals hired are suitable with the culture. Some
procedures play an essential role in sustaining culture. (Robbins, Judge and Sanghi, 2009)
SELECTION: The unambiguous objective of the selection process is to point out and appoint
individuals with knowledge expertise and capabilities to achieve the tasks in the organization
effectively. Interviewer communicates with the applicants and try to identify individual styles and
morals who are not suitable for organizational culture. Individuals learn about the organization
and if they feel that a conflict among company and their values, they take decision not to link with
the organization.
TOP MANAGEMENT: The top management activities also have a foremost effect on
organizational culture. It is about how senior official’s build the standards that channel through
the organization. It may be risk taking which is desirable, to what extent the managers should give
to their subordinates, what should be the uniform, what movements will pay off for salary
increment and advancements & extra rewards and so on.
SOCIALIZATION: No doubt company might have ended with a decent work in the employment
and assortment, yet still some workforces are not coached in the organizational culture as they are
unknown with the culture, employees and they tend to distract current beliefs and traditions of the
organization. So, it important for company to assist new personnel familiarize to its culture. This
method is known as socialization.

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The researcher recommends that the governing organization should take the complete
responsibility to work with new enthusiasm and motivation builds its unique culture. The next is
management should take audacious footsteps to make a change on the culture which creates robust
and effective organization.
Figure 1.2 How Organization Cultures Form

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Analyze Inter-cultural differences in Leadership styles with special
emphasis on the best practices in the 21st
Century
“In today’s dynamic world, leadership has the ability to influence a group toward the achievement
of a vision or set of goals.”
Leadership style is the style where a leader gives guidance, execute the strategies and motivates
the personalities. Leadership styles are about how a leader manages and connects with different
kinds of people in the society.
TYPES OF LEADERSHIP STYLES
Psychologist Kurt Lewin flourished this structure in 1930, which provided foundation for various
approaches of leadership styles that followed later. Some of leadership styles are broadly grouped
as follows:
AUTOCRATIC LEADERSHIP STYLE: In this type of leadership, an individual has complete
hold over personnel to take decisions in the organization. So it is similar to dictator style. In this
leadership style group fellows are not considered to give their opinions. Leaders who trail
autocratic type make decisions based upon thoughts and previous experiences. The benefit of this
type of leadership is speediness for decision making and better efficiency under leader’s
Figure 3.1 Four Leadership Styles
Source: www.lifeintheyellowhammerstate.com
S

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observation. Autocratic style acts when pioneer is performing finest or where work is tedious,
untrained and dull in nature. (Luthans, F., 2011)
BUREAUCRATIC LEADERSHIP STYLE: In bureaucratic leadership leaders stick to
organizational rules and guidelines. Leaders ensure that employees stringently trail the rules and
policies. Workforces get promoted on the basis of their performance and skills. It takes time for
the enhancement of this leadership. It is more appropriate when ensuring a safe working
environment and a greater productivity. Bureaucratic leadership style is mostly preferred in jobs
associated with construction work which implicate operating with dangerous materials and works
linked with high investment.
CHARISMATIC LEADERSHIP STYLE: The leadership style which forms an enthusiastic and
affirmative environment at workstation. Workforces feel good while working in this type of
environment are pleased to work with such a leader. Employees strive hard and work towards
success to overwhelm leader. They have sensibility towards member requirements and individual
risk taking is more.
TRANSFORMATIONAL LEADERSHIP STYLE: It is the leadership style, where leader
recognize the necessity for change, building a vision to direct the change and to implement the
change successfully. This style relay upon high degree of communication from management to
meet its objectives. Leaders inspire workforces and boost proficiency and productivity through
communication and high visibility.
SERVANT LEADERSHIP STYLE: These leadership style, leader completely has faiths on
group members performing tasks on their own. This focuses on intellectual facet rather than
management facet of the job. The workforces are free to share their opinions give suggestions
which are finest of organizational interests. Servant leadership style performs when merely
employees are trained, trustworthy, experienced and rational.
Therefore, organization should emphasize on Autocratic, Bureaucratic, Charismatic,
Transformational and Servant leadership styles which will increase the relationships between
management and employees by creating empathy, forming strong relationship and motivating the
group members. This results that organization will further drive to next level.

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Analyze Strategic Human Resource Management with special
emphasis on the best practices in the 21st
Century
Strategic Human Resource Management is defined as the act of fascinating, emerging, gratifying
and sustaining employees with the strategic objective of increasing the value to both the bodies of
employees as wells as employers of the organization as a whole. Strategic human resource
management focuses on the basic facets of Human Resource Management which are recruitment,
hiring, compensation and training of employees with emphasis that aligns the organizational
objectives. It assures that all aims are associated with the mission, vision, values and goals of the
organization. (Your Article Library)
Strategic practices can be classified into two stages:
STRATEGIC FORMULATION: Strategic formulation is deals with decision making with
regard to describe the mission, vision of the organization, forming short term and long term goals
in order to attain organization’s vision and choosing the strategy that will be used to accomplish
organization’s goals.
STRATEGIC IMPLEMENTATION: Strategic implementation relates with coordinating the
organizational structure, frameworks and procedures with the preferred strategy. It includes
decision making related with coordinating strategy and organizational structure and issuing
Figure 4.1 Human Resource Management System
Source: www.csinfotech.org

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organizational leadership relevant to the plan and observing the viability of the strategy in attaining
the organizational goals.
Strategic Human Resource Management pertains with the following:
1. Scrutinize the opportunities and threats that exist in the external environment.
2. Figure methodologies that will coordinate the organization’s (inside) strengths and weaknesses
environmental threats and environmental (outside) opportunities and threats.
3. Execute the strategies that are formulated.
4. Appraise and control activities to assure that organization’s aims are duly attained.
ROLE OF HRM IN STRATEGIC MANAGEMENT:
ROLE IN STRATEGY FORMULATION: The ecological skimming is trailed by strategy
formulation. Ecological skimming assists an organization to pinpoint its opportunities and threats
widespread in the exterior environment. HRM helps in skimming the extant environment and
identifies precise opportunities and threats for the organization. Human resource is engaged in
strategy formulation procedure by delivering details related to organization’s internal strengths
and weaknesses. Human resource management helps to create organization competitive and make
finest use of talent. Inimitable HR potential of an organization aid as a driving force in strategic
decisions and strategy formulation.
ROLE IN STRATEGY IMPLEMENTATION: Human Resource Management play a critical
part in the successful implementation of strategic business proposal of the organization. HRM
provides the organization with some skilled and enthusiastic employees for enforcing strategies.
Connecting strategy and human resource management successfully entails more than
determination from a progression of practice decisions. The challenge is to build a setup of HR
practice decisions that execute organization’s methodology and embellish its aggressiveness.
The organization’s success relies upon individuals in that place. This implies how they are
acquired, advanced, motivated and sustained in the organization play an imperative role in
organizational success. At this point this entails an essential methodology towards human resource
roles and overall business roles of an organization.

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Analyze Performance Evaluation method with special emphasis on
the best practices in the 21st
Century
“It is a methodical appraisal of an individual in relation to performance on the work and individual’s
potential for improvement.”
The performance evaluation is a crucial part in every organization as employee’s performance is
directly associated with its company’s performance. So it becomes very essential to assess each
employee’s performance to escalate the organization’s productivity, effectiveness, quality and
timeliness and to be capable to compete with their contenders successfully.
METHODS OF PERFORMANCE EVALUATION
There are various methods human resource executives can approach to assess employee’s
performance though incorporating different perspectives will paint the broader picture in which
areas the employee needs to progress and what suggestions are required to support employee
development. (Boundless.com) The imperative performance evaluation methods are explained
below:
OBJECTIVE PRODUCTION: In this method direct information is used to assess the
performance of an employee. It often relays to simple and computable data facts such as sales
figures, production records, etc. However, one disadvantage of objective production is that the
changeability in performance can be due to external employee’s control issues. Similarly, the
quantity of production does not inevitably reveal the quality of the products. Irrespective of the
fact that objective production information is not a comprehensive reflection on job performance
but it is related to job performance.
PERSONNEL: This method is about recording the elimination behavior of employees such as
absences. The quantity of an individual’s absences does not indicate how a person is committed to
the job and duties. Though excessive absence often shows deprived job performance personal
information is not a comprehensive indication of an individual’s performance and is best
accompanied with other metrics.
JUDGMENTAL EVALUATION: The main drawback of employee performance appraisal is the
proclivity towards positive feedback in spite of negative behavior. In this method individuals often
are decent to give great appraisals for work that isn’t adequate. Judgmental assessments emphasis
on standards to more precisely promote productive condemnation. The main techniques used in
judgmental performance evaluation are:
 Graphic Rating Scale: Graphic rating scale are usually used in performance evaluation
system. Normally, the raters use 5 to 7-point scale to rate employee’s efficiency.
 Employee Comparison Methods: Despite of subordinates being arbitrated against pre-set up
norms people are contrasted with each other. This technique abolishes central tendency and
clemency errors but still permits for halo effect errors to arise. The rank order technique has

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raters ranking juniors from best to worst but how a person is good or bad depends upon
performance dimension.
 Behavioral Checklists and Scales: Behaviors are more certain than attributes. Managers
record behaviors they assess that is suitable for the job performance and keep a track record of
good and bad behaviors and appraise the performance of workforces based upon their
judgment.
PEER AND SELF ASSESSMENTS: Peer assessments and self-assessments give a border image
of performance. Managers are not less familiar of employee’s efficiency than group members or
other peers. Peer assessments and self-assessments are helpful in apprehending this information:
PEER ASSESSMENTS: Member of a team assess and evaluate the performance of their fellow
team members.
SELF-ASSESSMENTS: In self-assessments individuals assess and appraise their own behavior
and job performance.
360 DEGREE FEEDBACK: This involves multiple assessments of employees. It often
assimilates appraisals from managers, peers and self-assessments.
Figure 5.1 360 Degree Feedback Performance Appraisal

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It is strongly recommended that 360-degree feedback should not be used for new employees. The
organization uses paper and pen method to evaluate performance. For best outcomes the
organization should use software for precise and time saving.

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Analyze Conflict Resolution with special emphasis on the best
practices in the 21st
Century
“A process that begins when one party perceives that other party has negatively affected, or is
about to negatively affect, something that the first party cares about.” (Robbins, Judge and Vohra,
2012)
Conflict is natural, inevitable and necessity for the growth of the organization. Conflict
management can be viewed as positive factor that reduces dysfunctions of conflict and enlarges
the constructive functions of conflict. Effectual conflict management provides learning, change
and productiveness in an organization.
STYLES OF HANDLING INTERPERSONAL CONFLICT
Rahim and Bonama discovered different styles of handling interpersonal conflict by applying two
basic dimensions which are concerned for self and others when conflict occurs. Individuals
normally prefer problem solving conflict management styles. (Parikh, M. & Gupta, R., 2010) The
nature of the five styles of managing conflict are described below:
AVOIDING STYLE: This style is utilized for evading the conflict, neglect discrepancies and
being neutral. The methodology of avoiding style is to let the conflict to work itself out. This is
decent method to resolve conflicts inside the organization. This is utilized during minor problems
and the individual has negligible information to deal with it. At the point when the uncertain
conflict clash with the achieving goals it will prompt the negative effect for organizations.
FORCING STYLE: In this type of style individuals attempt to attain their goals sympathy toward
others. An individual might attain specific objectives but it may result in critical assessment by
others. Forcing style forces individual to have faith that one should win and one should lose. This
style is mostly applied in emergency situations since it requires quick action.
ACCOMMODATING STYLE: In this style accommodating manager is the person who
cooperates at high level. This might be managers own expenditure and conflict with manager’s
individual aims, objectives and preferred results. This methodology is viable when other individual
is the proficient or has better solution.
COLLABORATIVE STYLE: This type of conflict handling is of win-win methodology. These
groups anticipate to resolve their indifferences instead to obligate and there is a quest for
communal favorable result. Organizational support is required as far as time and venture to resolve
these conflicts. In Collaborative style a high degree of assistance is required.
COMPROMISING STYLE: In this type of style there is no lucidity of winner or loser. It is
broadly accepted as a method for resolving conflict. These individuals tend to be appraised
positively by others. This entails a modest degree of confidence and assistance. On other hand, it
does not increase communal gratification and block covenant on individual’s proposal.

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There is various expertise which are beneficial in efficacious conflict resolution:
1. Ability to view complications and issues from multifarious viewpoints.
2. Capability to resolve glitches.
3. Capability to emphasize – ability to discern and apprehend the excitements and feelings of
individuals.
4. Potential to listen enthusiastically.
5. Capacity to manage and control your feelings.
6. Capability to utilize and elucidate nonverbal indications.
7. Potential to think critically and impartially.
8. Competency to compromise – the readiness to acknowledge something in exchange for
differing group’s concession.
However, Researcher found that if conflict is unsolved then the senior authorities take necessary
action to resolve the conflict. It is suggested that organization must focus on avoiding the
dysfunctional conflicts.
Figure 6.1 Managing Interpersonal Conflict Styles

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BIBLIOGRAPHY
BOOKS
1. Kreitner, R. and Kinicki, A. (2009) Organizational Behavior, 8th
Edition, New Delhi: Tata
McGraw Hill Education Private Limited.
2. McShane, S.L., Glinnow von, M.A. and Sharma, R.R. (2008) Organizational Behavior, 4th
Edition, New Delhi: Tata McGraw Hill Education Private Limited.
3. Pareek, U. (2008) Understanding Organizational Behavior, 2nd
Edition, New Delhi: Oxford
University Press.
4. Newstrom, J.W. (2006) Organizational Behavior: Human behavior at work, 12th
Edition, New
Delhi: McGraw Hill Education Private Limited.
5. Luthans, F. (2011) Organization Behavior: An evidence based Approach, 12th
Edition, New
Delhi: McGraw Hill Education Private Limited.
6. Robbins, S.P, Judge, T.A and Vohra, N. (2012) Organizational Behavior, 14th
Edition, New
Delhi: Dorling Kindersley (India) Private Limited.
7. Buttler, M. and Rose, R. (2011) Introduction to Organizational Behavior, Mumbai: Jaico
Publishing House.
8. Robbins, S.P, Judge, T.A and Sanghi, S. (2009) Organizational Behavior, 13th
Edition, New
Delhi: Dorling Kindersley (India) Private Limited.
9. Parikh, M. and Gupta, R. (2010) Organizational Behavior, New Delhi: McGraw Hill Education
Private Limited.
10. Hersey, P., Blanchard, K.H. and Johnson, D.E. (2008) Management of Organizational
Behavior: Leading Human Resources, 9th
Edition, New Delhi: PHI Learning Private Limited.
11. Veluri, S.V.S. (2010) Organizational Behavior: An Interactive Learning Approach, Mumbai:
Jaico Publishing House.
12. Harris, J.O. and Hartman, S.J. (2006) Organizational Behavior, 1st
Edition, Mumbai: Jaico
Publishing House.
13. Mukherjee, K. (2009) Principles of Management and Organizational Behavior, 2nd
Edition,
New Delhi: Tata McGraw Hill Education Private Limited.
14. Dessler, G. and Varkkey, B. (2011) Human Resource Management, 11th
Edition, New Delhi:
Dorling Kindersley (India) Private Limited.
15. Aswathappa, K. (2012) Organizational Behavior: Text and Cases, 10th
Edition, Mumbai:
Himalaya Publishing House.
16. Houldsworth, E., Balkin, D.B. and Cardy, R.L. (2010) Managing Human Resources, New
Delhi: PHI Learning Private Limited.
17. Colquitt, J.A., Lepine, J.A. and Wesson, M.J. (2013) Organizational Behavior: Improving
Performance and Commitment in the Workplace, 3rd
Edition, McGraw Hill Education Private
Limited.
18. Slocum, J.W. and Hillrigal, D. (2008) Judgmentals of Organizational Behavior, Indian Edition,
South Western Cengage Learning.
19. Hughes, M. (2011) Change Management in Organizations, 2nd
Edition, Mumbai: Jaico
Publishing House.

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20. Jones, G.R. and Methew, M. (2011) Organizational Theory, Design and Change, 6th
Edition,
New Delhi: Dorling Kindersley (India) Private Limited.
JOURNALS
1. Lee, J. S. and Yu, K. (2004) Corporate Culture and Organizational Performance, Journal of
Managerial Psychology, Vol. 19, No. 4, pp. 340-359.
2. Chen, J. and Silverthorne, C. (2005) Leadership Effectiveness, Leadership Style and Employee
Readiness, Leadership & Organizational Development Journal, Vol. 26, No. 4, pp. 280-288.
3. Bowen, D. E. and Ostroff, C. (2004) Understanding HRM–Firm Performance Linkages: The
Role of the Strength of the HRM System, Academy of Management Review, Vol. 29, No. 2,
pp. 203-221.
4. Huo, Y. J, Molina, L. E., Sawahata, R and Deang, J. M. (2005) Leadership and the
Management of Conflicts in Diverse Groups: Why Acknowledging versus Neglecting
Subgroup Identity Matters, European Journal of Social Psychology, Vol. 32, No. 2, pp. 237-
254.
5. Akinbowale, M. A., Lourens, M. E. and Jinabhai, D. C. (2014) Employee Performance
Measurement and Performance Appraisal Policy in an Organization, Mediterranean Journal of
Social Sciences, Vol. 5, No. 9, pp. 342-347.
6. DeRue, D. S. and Morgeson (2007) Stability and Change in Person team and Person Role fit
over time: The Effects of Growth Satisfaction, Performance and General Self-Efficacy, Journal
of Applied Psychology Vol. 92, No. 5, pp.1242-1253.
E-REFERENCES
1. Four Leadership Styles (2015). [Online] Leadership Development & Life in the
Yellowhammer State. Available at: https://lifeintheyellowhammerstate.com/2015/05/13/a-
short-overview-of-the-four-leadership-styles [Accessed 13 May 2015].
2. Strategic Human Resource Management System (2016). [Online] Cyber Security News.
Available at: http://www.csinfotech.org/cyber-news?517/What-is-HRMS-and-why-is-
HRMS-important-for-organization [Accessed 5 Feb. 2016].
3. Conflict Resolution (2016). [Online] Mind Tools- Management Training and Leadership
Training Online. Available at: https://www.mindtools.com/pages/article/newLDR_81.htm
[Accessed 2016].
4. Evaluating Employee Performance (2015). [Online] Boundless Management. Available at:
https://www.boundless.com/management/textbooks/boundless-management-
textbook/human-resource-management-7/employee-evaluation-and-management-in-detail-
59/evaluating-employee-performance-292-3969 [Accessed 21 July 2015].
5. Strategic Human Resource Management (2015). [Online] Your Article Library. Available at:
http://www.yourarticlelibrary.com/hrm/strategic-human-resource-management-meaning-
benefits-and-other-details-hrm/35236 [Accessed 2015].
6. Role of HRM in Strategic Management (2012). [Online]. Human Resource Management.
Available at: http://www.hrwale.com/general-hr/role-of-hrm-in-strategic-management
[Accessed 31 July 2012].

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