ASIA PACIFIC OPEN LEARNING

(APOL)
________________________________________

ORGANIZATIONAL BEHAVIOUR
Name:
Halijah binti Mat Jusop
NRIC No:
740419085562
Telephone No:
019-2869738
Email Address:
lizreenie@yahoo.com
Lecturer:
Ahmad Azhar Aman Shah
Venue:
CHARLTON HOTEL

1) Profile of the Organization and the Industry

a) Manufacturing Industry
b) Organization Chart

MANAGING
DIRECTOR

PERSONAL
ASSISTANT

FINANCE &
ADMIN

ENGINEERING

TECHNICAL
ADVISOR

SALES

FACTORY

c) Percentage mix of employees in the organisation

d) Employees 600 persons

QA / QC

2) Style of Leadership and the successfully in creating good working cultures:

a) Four of the Leadership style is1) Autocratic leadership style - keeps strict, close control over followers

by

keeping close regulation of policy's and procedures given to followers. To keep

main emphasis on the distinction of the authoritarian leader and their followers,
these types of leaders make sure to only create a distinct professional
relationship.
2) Democratic leadership style - consists of the leader sharing the decisionmaking abilities with group members by promoting the interests of the group
members and by practicing social equality.
This leadership encompasses discussion, debate and sharing of ideas and
encouragement of people to feel good about their involvement.
However, the democratic style of leadership still requires guidance and control by
a specific leader. The democratic style demands the leader to make decisions on
who should be called upon within the group and who is given the right to
participate in, make and vote on decisions.
3) Laissez faire Leadership style -

is sometimes described as a "hands off"

leadership style because the leader delegates the tasks to their followers while
providing little or no direction to the followers. If the leader withdraws too much
from their followers it can sometimes result in a lack of productivity, cohesiveness,
and satisfaction.

Lassiez-faire leaders allow followers to have complete freedom to make decisions

concerning the completion of their work. It allows followers a high degree of
autonomy and self-rule, while at the same time offering guidance and support

when requested. The lassiez faire leader using guided freedom provides the
followers with all materials necessary to accomplish their goals, but does not
directly participate in decision making unless the followers request their
assistance.
4) Bureaucratic Leadership style A style of leadership that emphasizes
procedures and historical methods regardless of their usefulness in changing
environments. Bureaucratic leaders attempt to solve problems by adding layers of
control, and their power comes from controlling the flow of information.
b) CEO service
18 years
c) Style of leadership
Laissez faire
d) Type of culture brought about to the company
Ethnocentrism, which assuming that the ways of ones culture are the best ways of
doing things

3) Culture change or cultural reinforcement program to bring about change in

organization:

a) Corporate culture and means to organization

Corporate culture can be defined as the whole system of fundamental beliefs,

norms and values that influence the effective behavior of employees.

Means to organization is the collective way we do things around here.

Companies main challenge is how to make best use of their employees skills
and abilities.

Notes - Firm with strong culture achieve higher results because employees
sustain focus both on what and how to do.
b) Example of corporate culture 5S programmed, which have implemented in every
organization nowadays.
c) Successful of the program it was improved safety, decrease down time, raise
employee morale, identify problem more quickly.

4) Suitability with that kind of leadership style:

a) Yes, suitable because it was effective style to use when:

Majority of followers in that organization are highly skilled, experienced, and

educated.

Majority of followers in that organization have pride in their work and the drive
to do it successfully on their own.

They are also outside experts, such as staff specialists or consultants are
being used.

Majority of the followers are trustworthy and experienced.

b) Demographic of the middle managers and majority of workers- For middle managers was come from both types:

DEMOGRAPHIC
DEMOGRAPHIC

MIDDLE
MIDDLE
MANAGERS
MANAGERS
UNIVERSITY
UNIVERSITY
GRADUATES
GRADUATES

RANK
AND
RANK
AND
FILE
FILE

1) 30% from University Graduates these managers normally are more

emotionally stable and always talk and thinking base on the theory.
2) 70% from rank and file this type of manager more aggressive, good relation
with workers. They also will talk and make decision base on their experience.

- For majority of worker also was come from two types:

DEMOGRAPHIC
DEMOGRAPHIC

MAJORITY
MAJORITY
WORKERS
WORKERS
LOCAL
LOCAL

FOREIGNER
FOREIGNER

30% from local more understand, easy to trained and less of

miscommunication.

70% foreigner difficult to understand, need to do more demonstrate, need

use others mechanism for training material and high of miss-communication.

c) Yes, because with this type of cultures everybody are free to share every information
or ideas to achieve the goals or target.

5) Program undertakes to motivate its employees:

a) 4 of motivational theories1.

Maslows Hierarchy of Needs Theory:

There is a hierarchy of five needs. As each need is substantially satisfied, the next
need becomes dominant

2.

McGregors Theory X and Theory Y:

Two distinct views of human beings: Theory X (basically negative) and Theory Y
(positive).

3.

Managers used a set of assumptions based on their view

The assumptions molded their behavior toward employees

Herzbergs Two-Factor Theory

4.

Satisfaction and dissatisfaction are not opposites but separate constructs

McClellands Theory of Needs

Need for Achievement - The drive to excel, to achieve in relation to a set of

standards, to strive to succeed

Need for Power -The need to make others behave in a way that they would
not have behaved otherwise

Need for Affiliation - The desire for friendly and close interpersonal
relationships

People have varying levels of each of the three needs - Hard to measure

b) Two of significant action taken to recognize the contribution by employees1) Matching of job functionality:
For all new staff joint which under confirmation, HOD will monitor whether
she/he has enough qualifies or suitable with that job in that section. If found
that he/she more suitable in others section, HOD will make arrangement to
transfer them.
2) Training of employees:
Weekly training programmed was arranged for selected staff to upgrade
their understanding on their daily job. This programmed will be handle by
HR section. Training maybe will conduct by internal or external trainer like
from SHRDC. Below are example of MEMO issued by HR section for
mentioned programmed.

Dear All,
Kindly refer to email below for confirmation of attendance for
APQP
and PPAP as per detail below:
TITLE

: ADVANCE PRODUCT QUALITY PLANNING

DATE

: 9.6.2012

DURATION

: 9.00AM ~ 17.00PM

VENUE

: PRODUCTION TRAINING ROOM

TRAINER

: MR. TEE HC (SHRDC)

TITLE

: PRODUCTION PARTS APPROVAL

DATE

: 23.6.2012

DURATION

: 9.00AM ~ 17.00PM

VENUE

: PRODUCTION TRAINING ROOM

TRAINER

: MR. TEE HC (SHRDC)

PROCESS

KINDLY REFER TO THE ATTACHED FILE FOR

PARTICIPANTS NAME LIST.
BE PUNCTUAL.

c) Company motivate its employees by1) Yearly bonuses - Depends on the yearly profit makes by company.
2) Commission Special arrangement for someone to do extra job will get a
commission.
3) Promotion - HOD will promote qualified staff base on her/his achievement.
d) Successful program Both three programs were successful. But workers/staff always
looking or more interested for programmed no.2 and no.3.

Bibliography
1. Personality and corporate culture. (2009). Career Rocketeer.
2. Foster, D. (2002). A Method of Comparing Follower Satisfaction with the
Authoritarian,
Democratic, and Laissez-faire Styles of Leadership.". .
3. Robbins, S. P. (2009). Organisational behaviour . South Africa: Pearson io,Education .