Organizational Behaviour

THEORIES MEET REALITY

Prepared by

SAVERA MIZAN PRITOM DAS NISHAT TASNEEM AHMED EHSAN KABIR SABERA ALAM

1010303030 1010531530 1010529030 1010325530 1010306030

INTRODUCTION

Standard Chartered Bank is the largest international bank in Bangladesh with: 26 Branches 57 Automated teller Machines 7 Financial Kiosks employing over 1,300 people
Standard Bank of British South Africa (1863)

Standard Chartered
the Chartered Bank of India, Australia and China (1853)

(1969)

UCB has one of the largest networks of 107 branches among the first generation banks in the private sector of Bangladesh.

UCBL is firmly engaged in the development of trade, commerce and industry thorough a creative credit policy .

The entire project is divided into topics of the book and keeping the theories in mind we have related them with the information we have received from the banks.

FOUNDATIONS OF INDIVIDUAL BEHAVIOR

Intelligence is but one characteristic that people bring with them when they join an organization.

Ability - An individuals capacity to perform the various tasks in a job. Intellectual Ability - The capacity to do mental activities.

Multiple Intelligences - Intelligence contains four subparts: cognitive, social,

emotional, and cultural.

Dimension

Description

Job Example

Number aptitude

Ability to do speedy and accurate arithmetic Ability to understand what is read or heard and the relationship of words to each other Ability to identify visual similarities and differences quickly and accurately

Accountant: Computing the sales tax on a set of items Plant manager: Following corporate policies

Verbal comprehension

Perceptual speed

Inductive reasoning

Deductive reasoning

Spatial visualization

Fire investigator: Identifying clues to support a charge of arson Ability to identify a logical sequence in a Market researcher: problem and then solve the problem Forecasting demand for a product in the next time period Ability to use logic and assess the Supervisor: Choosing implications of an argument between two different suggestions offered by employees Ability to imagine how an object would Interior decorator: look if its position in space were changed Redecorating an office Ability to retain and recall past experiences Salesperson: Remembering the names of customers

Memory

SCB officials strictly require Multiple Intelligences.

Intellectual Ability (accountant) Intellectual Ability (customer care service) Ability (field jobs)

has good number aptitude extraordinary perceptual speed

smooth verbal comprehension smooth accent

young, energetic stamina unmarried

General Qualities

clarity of communication interpersonal skills Integrity and strong sense of ethics management of time planning and scheduling

All candidates should have basic computer skills. Maximum age limit should be 30 years for both male and female officers for entry level. The candidate must possess Leadership Team Building Communication / interpersonal skills/negotiation Organizational and Planning Skills Analytical and Problem Solving Skills Sound Judgment and Integrity Accountability Clients Relationship Employees who have the right attitude that translates to the best behavior are said to be the more competent.

The requirements terms have been set using different terms, but they fall under all dimensions of ability and intellectual ability. Being of international standards, SCB focuses on CGPA, age, abilities So does UCBL, but they have strongly mentioned age. None of the banks have shown gender discrimination though.

EMOTIONS AND MOODS

Sources of emotions

Gender

Stress

Personality

Sleep

Exercise

Age

Women

Men

Women can show greater emotional expression, experience emotions more intensely, display emotions more frequently, are more comfortable in expressing emotions and are better at reading others emotions. Men believe that displaying emotions is inconsistent with the male image, are innately less able to read and to identify with others emotions, have less need to seek social approval by showing positive emotions.

Emotional Labor, a situation in which an employee expresses organizationally desired emotions during interpersonal transactions.

Higher emotional labor = more highly paid jobs (with high cognitive requirements)

Emotions are of two types:

Felt Emotions - An individuals actual emotions and

Displayed Emotions - Emotions that are organizationally required and considered appropriate in a given job.

It is not that males are not hired, HR department prefers girls for front desks and customer service. Women working at SCB front desk expressed that they have to suppress their felt emotions and no matter how harsh the customers are, they have to focus on positive show of displayed emotions. Customer service over phone calls is handled by both genders. SCB has 24hour call centre service and thus it is the males who pull it over throughout the night. Salaries in SCB is quite high, being a multinational bank and thus starting from those at entry level to higher levels display high emotional labor.

Starting from managers to officials, everyone has gleefully mentioned that Thursday is the favorite day of the week.

Personality and moods determine the intensity of the emotional response towards customers. Females are better at dealing with customers. One of the employees has mentioned that the daily work hassles affect performance and once performance in not up to the mark, satisfaction declines as well.

Very necessary to keep the displayed emotions active and maintain a strong personality.
UCB officials have also declared Thursday to be a day to be distressed.

Furthermore, they have mentioned that customer rush is usually less during the middle part of the day, so emotions are quite positive then.

SCB is a bank with continuous rush all day, and

thus none of the employees had the opportunity to say they are uplifted during the afternoon.
When comparing the other concept, both banks display more or less similar traits.

COMPARING MOTIVATIONAL FACTORS

Using:

Maslows hierarchy of needs theory

McGregors theory X and theory Y

Herzbergs two factor theory

Goal setting theory

Banduras self efficacy theory

Adams equity theory

Vrooms expectancy theory

SCB
employees are in the esteem level

UCB
Hierarchy of 5 needs
employees are in the esteem level

focusing on satisfying the needs at or above this level

positive view towards most employees(theory Y)

focusing on satisfying the needs at or above this level

negative view about most of the employees(theory X)

concentrate more on motivating the those who are less devoted to work.
satisfied with motivators Dissatisfied with some of the hygiene factors

McGregors theory X and theory Y

strict rules ,regulations ,supervision

satisfied with both the hygiene factors and motivators

Herzbergs two factor theory

Little strict but fair company policies, work conditions

SCB
use goal setting theory to motivate employees work more efficiently. Specific and challenging goals are given increase employees self-efficacy verbal persuasion , relevant experience with tasks inequity exists in the work place (eg: promotion process) Kind of dissatisfied comparing outcomes-to- input ratios

UCB
Also use goal setting theory to motivate employees. Specific and challenging goals are given No effort to increase self-efficacy unmotivated

Goal setting theory

Banduras self efficacy theory

Adams equity theory

equity exists in the work place and motivates the employees Satisfied comparing outcomes-toinput ratios

Less expectations for success due to inequity Less motivated

High expectations for success Highly motivated and work harder

Vrooms expectancy theory

COMPARING COMMUNICATION PROCESS

 wheel communication network. mediums of communication: e-mails, text messaging, faxes, telephones, networking software Grapevine: not an important source of communication

all channel communication network mediums of communication: e-mails, text messaging, faxes Grapevine: an important source of communication

JOB SATISFACTION AND PERCEPTION

Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one's job experiences.

Satisfied employees are less absent, less likely to leave, more productive, more likely to display organizational commitment.

SCB Growth driven compensation system pay for performance Technologically advanced working environment Promotions are highly contingent on their performance and merit

UCB Compensation includes lower pay differentials between employees Reward for high tenure High base pay

Neither SCB nor UCB provide trainings that are solely focused on changing employees perception

UCB
UCB extensively studies the factors that influence the situation, target and the perceiver to some extent. It has brought changes to the work and social settings that their employees and customers belong to.

SCB
SCB being a multinational bank accepts diversity in terms of employees they hire and thus they strictly prohibit acts such as stereotyping, profiling

Work Teams Used in SCB & UCB

A team is a collection of individuals who are interdependent in their tasks, who share responsibility for outcomes, who see themselves and who are seen by others

Steps followed by both SCB and UCB to turn individuals into team players
Hiring the team players
Creating the team players through training Providing incentives to be a good team player

Work Teams Used in SCB & UCB UCB

UCB mainly focuses on training the players once they are selected as a part of

a team

Several trainings are provided by UCB where employees get to experience the satisfaction that teamwork can provide

SCB
SCB mainly focuses on creating a solid base for the team by an efficient hiring
Seek employees who do not only have technical skills but also have interpersonal skills

ORGANISATIONAL CULTURE & ATTITUDES AND JOB SATISFACTION

Organizational Culture is a common perception held by the organizations members; a system of shared meaning.

Organizational culture

correlated

Attitudes and Job satisfaction

Behaviors are the results of the predicament of attitudes.

UCB vs. SCB cultures

Formal Traditional evolved Lack of collaboration Communication

Attitudes and job satisfaction

SCB: Bureaucratic Silent behavior Passive responses Neglect/loyalty

UCB:

Lower social pressure Active responses Exit/voice

FOUNDATIONS OF GROUP BEHAVIOUR

GROUP
2 Or More People Working Together To Achieve A Goal

Formal & Informal

Command Group

Task Group
Interest Group Friendship Group

 Highly encourages group Brings best result Informal group Command group (new employees) Task groups

Uses group as a test Strong correlation between unity and success Interest & Friendship group Asks employees whom they want on the group Believes in personal interest motivation

Increase cohesiveness

 Both SCB & UCBL believes in formation of group

Command group for new entrants

UCBL believes friendship and interest group is important

ORGANIZATIONAL CHANGE

ORGANIZATIONAL CHANGE

Something new Intentional or unintentional Faces lots of resists Immediate or deferred resist Change agents

1969 merger Business expanded with facing economic changing challenges 1993 major organizational restructuring Change agent form Standard Chartered Bank London

No major problems
Mid-level and lower level faced few changes Upper level faced severe changes Were compensated highly Technological changes are well faced

 Changes in local industry competition

Technological changes Training for the workers Revised recruitment policy

 SCB was associated with a merger and restructuring problem UCBL hasnt faced any major changes Both are facing competitive changes Technological changes Economic changes (Global Recession)

CONCLUSION

The report highlighted and discussed in details about the relation of the organizations along with different theories of organizational behaviour.

The similarities and differences among the companies, the problems faced by them over the years, and how they overcome those challenges have been vividly discussed.