Organisational Behaviour Presentation: Workplace Analysis

This presentation analyzes organisational behaviour concepts, drawing on the student's workplace experiences. It explores stakeholder management, examining how organisations prioritize different groups like customers, employees, and investors. The presentation critically analyzes the statement that organisations are more effective when they satisfy stakeholder needs and expectations. The analysis further delves into individual behaviour, specifically counterproductive work behaviours and their causes within the organisation. The presentation considers factors like inefficient supervision and personality traits. It applies the five values commonly studied across cultures to a workplace setting. The presentation uses academic references to support its claims, offering a practical perspective on organisational behaviour theories and their real-world implications.

Organisational
Behaviour

Topic 1
• The week topic discusses about the effectiveness of the organisation when
they satisfy needs and expectations.
• Some of the common stakeholders of an organisation include government,
suppliers, customers, employees and government.
• However, each stakeholder differs from each another in terms of the level of
interest, objectives, goals and purpose.
• For the part of the study, I will share about the workplace experience so as to
elaborate what practices used by my organisation in order to manage the
stakeholders effectively.

Topic 1
• In relation with one of my previous experience, our senior management
executive has conducted a meeting and between it, he speaks about change
in company policy where the key stakeholders of company will be prioritized
in sequence a sequence.
• The rank and priority was like –
• 1st priority to be the customers
• 2nd priority to be the employees
• And, 3rd priority to be the investors.
• I was not much supportive to this decision as I have the curiosity to know that
on what base, this priority has been developed.

Topic 1
• With the curiosity to this question, I went to that executive at the end of
meeting and asked – “Sir, I want to know, How you gave this rank when
prioritizing the different stakeholders’ groups of the company?
• He calmly replied – ”If the consumer is happy, the business is happy and the
shareholders are happy”.
• That time I said Ok and leave the room, however, I, later on, have a thought
that there should be a balance of all these three stakeholder groups when
making out any plans or decisions at a strategic level.

Topic 2
• The week two topic discusses about the different types of individual behaviour
in organisation which is divided into –
• Task performance
• Organisational Citizenship
• Counter-productive behaviour
• Joining/staying with the organisation, and
• Maintaining Attendance.
For the part of the study,
Counterproductive work behaviour is
selected and analysed further with one
of my workplace experience.

Topic 2
• In my organisation, earlier when the human resource division tries to cut
down the cost by eliminating the supervisor and employers and ask all the
employees to report their daily work report directly to the senior
management, most of the employees were happy with the decision and plans
to work likely towards the organisation’s goals.
• However, this also creates a concern for the inefficient supervision and enable
some tricky employees to steal the important data of the company relating to
the number of clients and customers that was plan to target in future by the
company as their potential users.

Topic 2
• Hence, this insufficient supervision stimulate an individual to easier stealing
where he could manifest issues in their comprehensive personality and
psychology which drive them to steal.
• It proves that sometimes counterproductive work behaviour is drove by the
issues within the organisation in a blend of the individual personality traits
who is showing counterproductive work behaviour.

References
■ Mahon, J. F., Heugens, P. P., & McGowan, R. A. (2018). Blending
issues and stakeholders: in pursuit of the elusive synergy. Journal
of Public Affairs, 18(3), e1635.
■ Mitchell, R. K., Van Buren III, H. J., Greenwood, M., & Freeman, R.
E. (2015). Stakeholder inclusion and accounting for
stakeholders. Journal of Management Studies, 52(7), 851-877.

References
■ Boddy, C. R. (2014). Corporate psychopaths, conflict, employee
affective well-being and counterproductive work
behaviour. Journal of business ethics, 121(1), 107-121.
■ Debusscher, J., Hofmans, J., & De Fruyt, F. (2016). The effect of
state core self-evaluations on task performance, organizational
citizenship behaviour, and counterproductive work
behaviour. European Journal of Work and Organizational
Psychology, 25(2), 301-315.