MM105

Organisational Behaviour
Name: Christopher Thomas
Student Number: 220043385
Title: Assignment 1
Date of Submission: 28/8/2014 (extension)

Word Count: 2046

Q1. Using the concepts from topics 2 and 3, compare and contrast the behavioural
description of Mark and John. Indicate if you think they are suited to their roles at
Sunny Cove or not, and discuss the reasons for your decision. (Remember to use the
ACE formula argument, concept, and example) 20 marks

Marks behavior description is described as being an extrovert, intuitive, a feeler, perceptive and
openesss to experience.
Firstly, Mark is described as having a social interaction as an extrovert as based on the MyersBriggs type indicator. An extrovert is someone who is outgoing, dominant and often aggressive
and who wants to change the world. (McShane, Olekalns, Travaglione, 2012). Extroverts need to
work in an environment that is varied and action orientated, that lets them be with others, and
that gives them a variety of experiences (McShane, et al, 2012). An example of Mark being an
extrovert is that his friends describe him as being very social and an outgoing individual and that
on many occasions he is responsible for organising employee social functions.
Next, Mark is described as having a preference for gathering data as intuitive as based on the
Myers-Briggs type indicator. Intuitive types like solving new problems, dislike doing the same
thing over and over again, jump to conclusions, are impatient with routine details and dislike
taking time for precision (McShane, et al, 2012). An example of this is that Mark has been stuck
in the front office, overseeing reservations for the Hotel, and has not had the opportunity to
broaden his skills or gain experience in other aspects of the business. Therefore, Mark has very
little job satisfaction and feels quite demotivated and some days he finds it difficult to even think
about going to work.

Next, Mark is described as having a preference for decision making as a feeler as based on the
Myers-Briggs type indicator. Feeling types rely on their personal values and emotions. They are
aware of other people and their feelings, like harmony, need occasional praise, dislike telling
people unpleasant things, tend to be sympathetic and relate well to most people (McShane, et al,
2012). An example of this is Mark is known for his good listening skills and ability to empathise
with others. He believes he is well suited to customer service work as he is always concerned
about others and ensuring harmony among his work colleagues.
Next, Mark is described as having a perceptive style of making decisions as based on the MyersBriggs type indicator. Perceptive types are curious, spontaneous, flexible, adaptable, and tolerant
(McShane, et al, 2012). An example of this is that Mark tends to make quick decisions that are
based on gut instinct, rather than facts.
Next, using the big 5 personality model, Mark shows characteristics of openness to experience.
This is the degree to which someone has a wide range of interests and is imaginative, fascinated
with novelty, artistically sensitive and intellectual (McShane, et al, 2012). An example of this is
that Mark is described as outgoing and enjoys planning social events.
Johns behavior description is described as being an introvert, sensing, a thinker, judgemental
and stereotyping.
Firstly, John is described as having a social interaction as an introvert as based on the MyersBriggs type indicator. An introvert is someone who is shy and withdrawn and focuses on
understanding the world (McShane, et al, 2012). Introverts prefer a work environment that is
quiet and concentrated, that allows them to be alone, and that gives them a chance to explore in
depth a limited set of experiences (McShane, et al, 2012) An example of this is that John is the

type of person who prefers to work in his office with the door closed and likes to minimize his
contact with employees.
Next, John is described as having a preference for gathering data as sensing as based on the
Myers-Briggs type indicator. Sensing types dislike new problems, they like an established
routine, have a high need for closure, show patience with routine details and tend to be good at
precise work (McShane, et al, 2012). An example of this is that John dislikes any change and
prefers to have a stable and organised workplace.
Next, John is described as having a preference for decision making as a thinker as based on the
Myers-Brigss type indicator. Thinking types use reason and logic to handle problems, are
unemotional and uninterested in peoples feelings, are able to reprimand people and fire them
when necessary, may seem hard hearted, and tend to relate well only to other thinking types.
(McShane, et al, 2012). An example of this is that whenever John comes out of his office
wearing his jacket and holding his clipboard he is displaying his angry boss persona and is
associated with him yelling at employees and threatening to fire them if they dont improve their
performance.
Next, John is described as having a judgmental style of making decisions as based on the MyersBriggs type indicator. Judging types want control and prefer their world to be ordered and
structured, they are good planners, decisive, purposeful and exacting, they focus on completing a
task, make decisions quickly and want only the information necessary to get the task done
(McShane, et al, 2012). An example of this is that John tells Mark what to do, how it should be
done and in what time frame.

John is described as having characteristics of stereotyping. This is judging a person on the basis
of ones perception of a group to which he or she belongs and has no foundation in fact and can
distort judgments (McShane, et al, 2012). An example of this is that John harbours a view that
Mark is just another typical university student who does not really care about work or doing a
good job, and is only interested in collecting a pay cheque which is what John did when he left
university.

Mark is not suited to his role at Sunnyvale. His actual job description and duties are different
from what he thought and got told it would be at his interview. As mark is an extrovert, sitting
behind a desk all day does not suit his personality at all. Mark is outgoing and enjoys learning
new tasks. He does not do this in his current position as he does the same tasks on a daily basis.
This has affected his motivation and job performance and on some days he does not even want to
go to work. He thought he would be getting experience in all aspects of the company. An
example of this is that Mark has been stuck in the front office, overseeing reservations for the
Hotel, and has not really had the opportunity to broaden his skills or gain experience in other
aspects of the business. Also Mark does not like being told what to do as his manager gives him
orders on a daily basis and leaves Mark with no room to think for himself and leaves him
frustrated.

John is not suited to his role at Sunnyvale. Managers need to be approachable and willing to help
their employees when needed. This is not the case with John. An effective manager shows
integrity, dependability, optimism, confidence, calmness and flexibility (PHD in Management,
2014). John does not display any of these characteristics. They also need to be a team player,
willing to collaborate with others, and help employees to feel valued (PHD in Management,

2014). Examples as to why John is not suited in his role as manager are Sunnyvale are he likes
being in his office by himself, he negatively communicates with his employees, has a fiery
temper and it is very difficult for employees to communicate with him.

Q2. With particular reference to concepts from topics 4 and 5, and with reference to
the behavioural description of Mark in question 1, what recommendations would
you make to improve Marks job satisfaction and motivation? (Remember to use the
ACE formula argument, concept, and example) 20 marks

The recommendations that I would make to help improve Marks job satisfaction and motivation
are to meet his self esteem and self realization needs, positively reinforce employee
behaviours, set achievements to meet, set goals, set up intrinsic factors, improve communication
and offer incentives.

The first recommendation I would make is to meet Marks self-esteem and self-realisation needs.
This is based on the motivation theory of Maslows hierarchy of needs. This is based on the fact
that people work to fulfill basic needs (Honore, 2009). According to Maslow, "employees have
five levels of needs: physiological, safety, social, ego and self-actualizing." The lower level
needs has to be satisfied before the next higher level need would motivate employees. (Honore,
2009 An example of self-esteem needs would be the need to be recognized for their achievement
(Call of the Wild, 2014) by having an employee of the month program. An example of selfrealisation needs is the need to grow and develop (Call of the wild, 2014) by Sunny Cove paying
for Mark to complete a post graduate degree program at university.
The next recommendation I would make is to positively reinforce employee behaviours. This is
based on Skinners theory of motivation. This states that, "employees' behaviors that lead to

positive outcomes will be repeated and behaviors that lead to negative outcomes will not be
repeated." (Honore, 2009). Therefore, managers should positively reinforce employee behaviors
that lead to positive outcomes, and should negatively reinforce employee behavior that leads to
negative outcomes. (Honore, 2009). An example of this would be linking rewards to
performance by introducing pay increases and promotions being given when meeting certain
performance criteria has been set.
The next recommendation I would make is for Mark to reach achievements that have been set for
him. This is based on the motivation theory of achievement motivation. This is an individuals
needs to meet realistic goals, receive feedback and experience a sense of accomplishment
(Alleydog, 2014). An example of this is Sunny Cove introducing regular performance
evaluations and Mark receiving rewards if he meets requirements such as a holiday to one of
Sunny Coves other resorts, if he performs well or a meeting with management if he performs
negatively.
The next recommendation I would make is to set certain goals for Mark to meet at Sunny Cove.
This is based on the motivation theory of goal setting theory. This is the proposition that specific
goals increase performance and that difficult goals when accepted, result in higher performance
than do easy goals ((McShane, et al, 2012). Intention to work towards a goal is a major source of
job motivation (McShane, et al, 2012). Employees who are given more responsibility will feel a
greater ownership in the business and will be more motivated to work harder to make the
business succeed (Ingram, 2014). An example of this would be for Mark to gain more
responsibilities in his current position achieve a certain number objectives within a certain
timeframe.

The next recommendation I would make is to set up intrinsic factors. This is based on the
motivation theory of Herzbergs Two Factor theory. This is the theory that intrinsic factors are
related to job satisfaction and motivation where as extrinsic factors are associated with job
dissatisfaction (McShane, et al, 2012). Look for ways to increase employee motivation by
recognizing excellence in the workplace (Maroney, 2004). An example of this would be through
recognition by mentioning Marks achievements in the company newsletter.

The next recommendation I would make is improving communication. This is based on the
motivation theory of Theory Y. This puts forth the idea that employees can be internally
motivated at work, finding fulfillment in striving to obtain goals that use their skills and
experience (Magloff, 2014). An example of how to improve communication would be John
setting a time each day to talk to Mark to see how he is going and can help Mark feel more
involved with the company.

The next recommendation I would make is to offer incentives to Mark, This is based on the of
motivation theory of incentive theory. An incentive is either a promise or an act that is provided
for the sake of greater action (Sincero, 2014). Additional remuneration or benefits motivate an
employee to accomplish greater things (Sincero, 2014). On the other hand, non-monetary
incentives such as job promotion, job security, pride of accomplishment and job satisfaction are
also employee motivators, according to this theory (Sincero, 2014). An example of this would be
to offer Mark additional remuneration; offer bonuses if he meets the targets of clients that have
been set for him so he would be motivated to constantly do the best he can because the reward is
immediate.

In conclusion, by putting in place these recommendations and by applying the appropriate

theories towards them it is hoped that Marks job satisfaction and motivation would have
improved immensely.

References:

AlleyDog, (2014), Achievemnet Motivation, retreived from:

http://www.alleydog.com/glossary/definition.php?term=Achievement%20Motivation#ixzz3Bed1
8Mms

Call of the Wild, (2014), Maslows Hierarchy of Needs How to Motivate your staff, retrieved
from: http://www.callofthewild.co.uk/library/theory/maslows-hierarchy-of-needs-how-tomotivate-your-staff/

Ingram, (2014), Motiation Theories and Employee Turnover, retrieved from:

http://smallbusiness.chron.com/motivation-theories-employee-turnover-11785.html
Magloff, (2014), How to Increase Motivation at the Workplace, retrieved from:
http://smallbusiness.chron.com/increase-motivation-workplace-10911.html

Maroney, (2004). Employee Motivation The 5 Master Keys for Success, retrieved from:
http://www.jpmaroney.com/Free-Articles/employee-motivation.htm

McShane, S.L., Olekalns, M., Travaglione, T. (2012). Organisational behaviour: Emerging

knowledge, global insights (4th ed.). McGraw Hill.

PHD in Management, (2014), 25 Qualities and Characteristics of a Good Manager, retrieved

from: http://www.phdinmanagement.org/25-qualities-and-characteristics-of-a-goodmanager.html

Sincero, (2014), Incentive Theory of Motivation, retrieved from:

https://explorable.com/incentive-theory-of-motivation