Human Behavior in Organization | Case Study

Running head: HUMAN BEHAVIOR IN ORGANIZATION
Human Behavior in Organization
Name of the Student:
Name of the University:
Author Note:

1HUMAN BEHAVIOR IN ORGANIZATION
Table of Contents
Background of the case study....................................................................................................2
Rationale of the case study.........................................................................................................2
Theoretical underpinning...........................................................................................................3
Research questions and research hypothesis..............................................................................4
Research methodology...............................................................................................................4
Findings and analysis.................................................................................................................5
Limitations and future research scope........................................................................................7
Conclusion..................................................................................................................................7
References..................................................................................................................................9

2HUMAN BEHAVIOR IN ORGANIZATION
Background of the case study
Australia has a unique position when it comes to diversity. They have extremely
diverse culture where about 27% of the people come from outside Australia (Dalton, D'Netto
and Bhanugopan 2015). The industries in Australia thus have similarly diversity workforce
that needs special considerations when it comes to their management. Manager’s role and
responsibilities has changed over time. The business environment has become dynamic where
they need to consider both cultural and human rights approaches while performing their job.
In order to manage teams that are culturally diverse, it is evident that managers will need
cultural competencies, cultural intelligence and emotional intelligence to manage the
culturally diverse workplaces successfully.
Researchers have opined that competencies have become one of the focus while
preparing individuals for managerial roles. Competency, which has been popularly defined as
performance standards, skills and knowledge, behavior and quality of the individual, is an
amalgamation of personal straits and developed capabilities that create the best composition
for successful management.
Rationale of the case study
The study intends to develop an original model for managing culturally diverse
workplaces for assisting the managers in their work. The case study is conducted on the
Victorian Energy Industry, Australia. The Australia with its unique cultural composition need
to focus on cultural management models and methods yet, Australian organizations do not
show much development or promise for any such initiative. In the past years there had been
little to no development in the areas of cultural competency development. The model that the
study proposes is Diversity Management Competency Model (DMCM) (Dalton, D'Netto and