MBA FINAL ASSIGNMENT Program Description: Organizational Behavior

This paper is based on Organizational Behavior. Employability after graduation and in the long run is a primary priority for the majority of higher education students. The paper has discussed Employability profile under which we has covered Skills & Abilities, Critical Thinking and Problem Solving, Leadership, Self-management skills, Values & Personality, Organisational Setting and Culture, Motivation and engagement, Decision-making, Leadership, and Power etc 

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Course Name: Organizational Behavior Professor: Anne Dwyer
Student name: Hajar Moussaoui Program: MBA
FINAL ASSIGNMENT
Academic Year 2021-2022
Term / Semester: FALL SEMESTER 2021/22

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Table of Contents
Introduction.................................................................................................................................. 3
Employability Profile................................................................................................................... 3
1. Skills & Abilities .............................................................................................................. 3
2. Knowledge & Training ................................................................................................... 6
3. Qualifications & experience ......................................................................................... 6
4. Values & Personality ..................................................................................................... 8
Organization ONE: Good Fit.................................................................................................... 10
1) Organisational Setting and Culture.............................................................................. 11
2) Motivation and engagement...................................................................................... 14
3) Decision-making, Leadership, and Power............................................................... 16
4) Changing Organizations............................................................................................. 18
Organization TWO: Bad Fit...................................................................................................... 19
1. Organisational Setting and Culture.................................................................................. 20
2. Motivation and engagement.......................................................................................... 22
3. Leadership and decision making...................................................................................... 23
4. Changing Organizations..................................................................................................... 24

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Introduction
Employability after graduation and in the long run is a primary priority for the majority
of higher education students. And thus, higher education courses are empowering
students to build their skill sets, raise their knowledge of these skillsets, and
strengthen their ability to express these skills.
According to M. Yorke (2006) he defines employability as " A collection of
achievements – talents, understandings, and personal characteristics – that
laureate more likely to acquire employment and succeed in their chosen careers,
improving themselves, the workplace, the society, and the business."
Employability Profile
1. Skills & Abilities
Adaptability and resilience:
Rating: 9/10
I believe this is one of my strongest traits and abilities. I always
could be adaptable to changing environments and work
processes. My previous experience suggests that I adjust pretty
effectively to new circumstances. I worked for a company that grew at a breakneck
pace. We had 15 employees at the start of the year and 100 by the end, and I started
as a community and digital strategy manager and ended up as the digital marketing
specialist. Of course, adapting to changes in your working routine and learning new
skills on the job was not always easy. But ultimately, managed to do it.

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Communication and negotiation skills:
Rating: 8.5/10
In my past work and internship experiences, I was able to develop
a strong communication set of skills, I can easily communicate well with colleagues
and workmates I've also always been able to get along with a wide range of people of
diverse ages and ethnicities. As for public speaking, it might be a challenging skill to
master, but it can be practiced just like any other skill.
Moreover, In my previous work experience, I developed a set of negotiation skills,
such as persuasion skills, active listening skills, and problem-solving skills.
I was able to come up with win-win negotiation with clients and make both parties
satisfied (the company and the client).
Critical Thinking and Problem Solving
Rating: 8/10
This is one of my strongest qualities and attributes, in my
viewpoint. I have always been able to keep my cool and solve
difficulties. I've always believed that every situation and the crisis
has a solution. Sometimes you just have to think outside the box to figure out how to
make things work. I experienced many times in my prior job and studies where it was
critical to always develop new ways to do things and solve conflicts. My specific work
tasks were to set, plan and implement social media and communication campaigns
and strategies for each client. So, for each customer, I was forced to critically think
through a potential solution and choose what made the most sense in that particular
case.

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Teamwork and collaboration:
Rating 9.5/10
During my last studies, I have built great teamwork abilities,
I have an extroverted personality, which helps me to readily
adjust to teams and manage people successfully. I often use my emotional
intelligence and communication skills to build great relationships and networks with
my colleagues.
In my bachelor, we had to develop a marketing strategy plan of BMCE (Bank in
Morocco) and we were a group of 5 students, in that time I was responsible for
ensuring that everyone knows the main goal of the task given and to ensure that
everyone is assigned work that is tailored to their unique needs and knowledge.
Leadership:
Rating 8.5/10
Leadership is about communicating effectively and motivating
people without forcing them to do anything. According to Goleman’s
(1995) leadership styles, I think my leadership style is somewhere between
pacesetting and affiliative because I always take initiative and am self-driven, I like to
set high standards of performance and quality plus I like to get results fast which I
think is a bad trait because I kind of put a lot of stress on team members.
Self-management skills
Rating 9.5/10
As for self-management skills, one of my strengths is that I’m able
to manage work and personal stress, I’m self-aware, I make sure
to understand my own emotions and feelings and their impact on others, also I’m
conscious of my thoughts, feelings, and behavior and self-regulated.

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2. Knowledge & Training
As part of my end-of-studies traineeship in Digital Marketing Master.
I joined Kalenya's team for 6 months. It was therefore an opportunity for me to discover
how an agency and digital business works, but also to try and experience the job of a
digital marketer.
My tasks consisted mainly of competitive intelligence and analysis, community
management, referencing, and content marketing.
This experience allowed me on one hand to realize the organization and the workload
of a marketing department, to enrich myself with knowledge on the field, to evolve and
improve my skills by working closely with competent people, and especially to know
and determine if marketing is the right thing for me or not.
Thanks to this experience, I was able to acquire new skills in different areas and
master different software like (Google Ads, Console, Facebook Ads, etc..) and also
establish direct relationships with customers which helped me to develop my
professional communication skills by participating in team-building activities to
enhance working relationships.
3. Qualifications & experience

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As for my qualifications, I tried to summarize them in this figure.

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4. Values & Personality
Moving on to the values and personality traits,
each one of us has personality traits that are
shaped by both inheritance and environmental
factors like the way we were born and raised,
family background, culture, and the nature of
persons with whom we interact a daily basis.
According to the personality tests that I took, I’m
ENFJ, which is the abbreviation of Extraverted,
Intuitive, Feeling, and Judging.

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As for what I value the most:

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Organization ONE: Good Fit
Background:
The United Nations International
Children’s Emergency Fund (UNICEF)
was established in 1946, in the
immediate aftermath of World War II,
Their duty was clear: to assist children
and young people whose lives and
futures were in jeopardy, regardless of
their country's role in the war.
What was important to UNICEF was
helping each kid in need and preserving children's rights to live, flourish, and thrive.
This is UNICEF's DNA. Their purpose has never changed, from the ruins of battle to the
global concerns that touch millions today. UNICEF has continuously strived to defend all
children's rights and well-being. Whoever they are. Wherever they live.

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1) Organisational Setting and Culture
UNICEF Organization Chart
Source: UNICEF org chart: how does the United Nations children’s fund work
google images
UNICEF's organizational chart depicts the organization's structure, this latter is defined
as how responsibility and power are allocated and work procedures are carried out by
organizational members (Blau, 1970); the hierarchy of authority, and communication
levels (Beigbeder, 2016). UNICEF's organizational structure is functional, with the

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organization's primary functional areas divided into 17 sub-divisions. The organization is
structured into two tiers: the Executive Office and the Regional Office. There are two types
of components in classical organizational theory: technological factors and structural
factors. UNICEF has successfully highlighted structural elements in which people can
function effectively to achieve the desired goals. The ultimate tier of UNICEF's
organizational structure is the regional office, where Regional Officers are responsible for
taking care of the organization's fundamental activities, which are delivering services for
the betterment of underprivileged children all over the world.
The traditional organizational paradigm maintains a hierarchy of authority with multiple
tiers of authority (Alvesson, 2018). UNICEF's organizational structure features a hierarchy
in the chain of command, which means that regional offices are responsible to the
Executive offices for every action, ensuring organizational efficiency. Due to the
organization's hierarchy, UNICEF has formal communication, which is the direct route of
interaction. The Executive Office of UNICEF makes decisions; therefore, information is
disseminated by the chain of command ("UNICEF Org Chart: How Does the United
Nations Children's Fund Work | Org Charting", 2017).
UNICEF is a decentralized organization with over 15,000 UNICEF staff members working
in over 190 countries, including some of the world's most difficult regions, to serve children
in need.
Culture: This is a set of shared assumptions that guide behavior,(Ravasi, Schultz 2006),
UNICEF's organizational culture is focused on continued growth, with the intent of
enhancing the methods in which services are provided to children (UNICEF, 2005).
Management style: UNICEF employs a traditional management style in which the
functional structure assures a hierarchy in the command chain and a formal
communication structure. UNICEF's management style ensures efficiency in achieving
organizational goals.

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Vision:
UNICEF's vision is to create a future in which children's rights are respected (UNICEF,
2018). The UN General Assembly declared UNICEF's mission statement or aim, namely,
to protect children's rights all around the globe. Moreover, to satisfy the children's basic
and essential necessities, and create opportunities for them to attain their full potential.
Statement: “Every Child. Every Opportunity. No exception.”
Values:
UNICEF's key values are Respect, Integrity, Accountability, Trust, and Care. In other
words, UNICEF's organizational value is to treat all individuals with dignity and respect,
and thus to conduct activities prudently to assess cultural and religious
differences. The organization's key responsibilities are to look after children's basic needs
such as health, education, nutrition, child safety, and hygiene ("UNICEF's culture," 2017).

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2) Motivation and engagement

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Motivation is the willpower and the desire to work hard and persistently for reasons
other than money and status; it entails being driven, goal-oriented, optimistic, and
committed to the goals of the business. Kahn (1990) defines engagement as being
psychologically as well as physically fully present when occupying and executing an
organizational function. UNICEF launched a series of activities in February 2018 to
help its staff to live the organization's core values. Among these initiatives are:
➢ Promoting a "speak-up culture" through
internet platforms, training, and other
measures sponsored by UNICEF's
management and staff association to
assist create a safer and more motivated
workforce.
➢ Putting in place measures to promote
gender equality in the workplace.
➢ Creating a peer-to-peer staff appreciation program to recognize and congratulate
employees who embody UNICEF's core beliefs.

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3) Decision-making, Leadership, and Power
Decision-making can be simply defined as the set of procedures that start with the
diagnosis of an issue, proceed with the detection of possible solutions, the analysis of
these alternatives various criteria, and the selection of one of these solutions.
Melé (2010), understanding how organizations make these decisions is a critical step in
deciding how to enhance decision-making. By promoting evidence-based decision-
making, the UNICEF Evaluation function assists UNICEF in delivering results for children.
Each year, the Evaluation Office collaborates with various divisions at UNICEF
headquarters, regional and country offices, and partners to perform dozens of
evaluations. These evaluations' findings and conclusions are critical for creating policies,
programs, campaigns, and collaborations at all levels of the organization.
UNICEF conducts a wide range of evaluations to ensure that it learns from past and
continuing experiences to enhance future outcomes.

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According to Chapman (2012), leadership is the common
factor that goes through the entire process of turning
strategy into results, and it is the key to engaging
people's minds and souls. (NGOs) require strategy
implementation as a dynamic process since they operate
in an environment marked by complexities, uncertainty,
change, and unpredictability (Salamon, 1997).
Leadership at UNICEF, like much any other NGO, is
legitimized by the organization's administration. Leaders
in the organization, in cooperation with the board and
executives, play a critical role in displaying dedication to
strategy implementation, properly handling with relevant
stakeholders, evaluating the environment, successfully
negotiating, and trying to attract funders, and eventually
encouraging staff and volunteers to attain the desired
level of organizational effectiveness. (Fowler, 2012)

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4) Changing Organizations
Fig. 2. Drivers of organizational change Source - Class Presentation Unit 7–
changing organizations, job characteristics, and conflict.
If organizations are to survive, they must be able to adapt to changes in the environment
in which they operate constantly (Tsoukas and Chia 2002). UNICEF changed its human
resources structure to make it more "people-centric."

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They gradually implemented "matrix management" (adding a second supervisor for staff)
to strengthen accountability for performance, promote cooperation throughout fields of
work, decompose silos between workgroups, and provide their staff with more diversified
feedback on their performance and career progression.
Organization TWO: Bad Fit

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1. Organisational Setting and Culture
Amazon Organization Chart
The symmetric organizational complexity of Amazon.com, Inc. corresponds to its matrix-
type configuration. Matrix configurations are defined as a blend of both functional and
divisional structures. Though other components of Amazon's organization seem to be
functionally organized, such as the Senior VP of Devices & Services managing the Alexa
and Echo brands, there is also some divisional organization with the three separate
operational sectors (North America, International, and Amazon Web Services).

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Culture: Amazon's organizational culture has been described as "breakneck-paced and
notoriously cost-conscious, as befitting a business that has run only a modest profit, or
loss, by acceptable accounting standards for the majority of its existence as a public
corporation." [1]
[1] In 2015, The New York Times wrote an article titled "Inside Amazon: Wrestling Big
Ideas in a Bruising Workplace" in which Amazon's corporate culture was harshly
criticized.
Particular faults identified in the essay include unrealistic performance targets, a fear-
based work atmosphere, and a failing to acknowledge employee contributions. The post
sparked media controversy and even elicited a comment from Amazon CEO Jeff Bezos.
Furthermore, Amazon's work culture has been characterized as a "purposeful Darwinism"
approach to workforce management.
Pushy, aggressive, and 'bruising' workplace culture is regarded viewed as outdated.
Nowadays, it is widely held that for a firm to prosper, workspaces must be nurturing and
encouraging, and managers must be empathetic and warm, treating their staff like family.
This idea is disproven by the world's largest internet retailer.
Amazon has a highly intense company culture that puts a lot of emotional and even
physical pressure on some of its employees. Amazon has a distinct organizational culture
that is not suitable for everyone. Only individuals that can flourish under extreme pressure
and in a fast-paced workplace would be able to prosper in this organization.

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2.Motivation and engagement
Motivation is not something that is bestowed upon people. It's preferable to think of it as
a personality attribute. Some people are motivated by money, while others are motivated
by recognition. Some seek more autonomy, while others want to be a part of something
bigger than themselves. A leader's responsibility is to recognize their employees'
motivations and organize rewards around them. If you create a culture that values
teamwork, you will attract good team players over time, but it seems like this is not the
case with Amazon, this reminds us of Helen Bower’s case study: Humanized robots and
Ricardo Semler case study.
Amazon has been chastised for the poor condition of its workplaces and the way it treats
its employees. The FACE (Former and Current Employees) of Amazon has frequently
utilized social media to communicate criticism of the firm and allegations of poor working
conditions.
Amazon has been accused of terminating people on medical leave for no-shows, failing
to correct inaccuracies in their payroll systems, resulting in a segment of both blue-collar

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and white-collar employees being underpaid for months, and breaking employment
regulations by refusing unpaid leaves on purpose.
An article published on September 11, 2018, exposed poor working conditions for
Amazon's delivery drivers, describing a variety of alleged abuses such as missing wages,
lack of overtime pay, favoritism, intimidation, and time constraints that forced them to
drive at dangerous speeds and skip meals and bathroom breaks.
3.Leadership and decision making
Bezos is often regarded as a transformational and task-
oriented leader. Bezos sought for and keeps looking for
strategies to become more innovative to alter his
organization.
He is a creative leader known for planning and
delivering results. A link is formed between Bezos'
long-term ambitions and the public's needs and desires
to better serve customers.
He had been able to assist his company develop and
expanding over time because of his capacity to invent and
dream.
Jeff Bezos of Amazon took the ancient business principles—extraordinary customer
obsession to the point where each client is addressed individually—and made it into his
company's ultimate business purpose. However, the underlying magic in how Amazon
constructed this system isn't simply technological—organizational. It all comes down to
making better decisions faster.
He has openly outlined his decision-making process, specifically categorizing decisions
as one-way or two-way doors. A one-way door can only be used in one direction; you
cannot reverse your decision and return. Amazon's choice to offer free shipping in
exchange for an annual Prime membership fee was most certainly a one-way street. In
the case of two-way doors, you can subsequently reverse your decision or, at the very
least, halt the action without severe consequences.

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4.Changing Organizations
Organizational change is crucial not just because of the role it plays in sustaining
collaborative results, but also because the impacts of change might influence numerous
actors within the organization (Huber et al. 1993; Weick and Quinn 1999). This is
particularly the case with Amazon, this latter has made "organizational changes" to the
teams driving the company's Marketplace and retail divisions, resulting in their merger.
Furthermore, Amazon warehouses have undergone significant technical transformations.
Many of Amazon's merchandise are currently collected and transported by robots at its
warehouses.
However, in the coming years, even more of the company's 200,000+ warehouse workers
may be replaced by robots.
In addition, Amazon started by selling movies and DVDs. It now streams, leases, and
sells digital video copies.
Furthermore, the corporation has joined YouTube, Netflix, and other tech behemoths in
making its movies and television shows.
Today, Amazon is more than just an internet retailer... It has now established physical
grocery stores (Amazon go ).