Objective Research Shows That People Learn Effectively When

Objectiveresearch Shows That People Learn Effectively When Working On

Objectiveresearch Shows That People Learn Effectively When Working On

Objective Research shows that people learn effectively when working on real problems grounded in their work experience. To this end, the Individual Course Project is designed to incorporate students' work experience into the learning process in this course. The project is an opportunity to explore, in-depth, a topic related to the course objectives (COs) that are of significance to your organization (current or former). You will be required to prepare an 8 to 12 page applied research paper excluding cover page, table of contents, and appendices, on a specific issue related to leadership or organizational behavior. This research paper is to be individually completed.

Guidelines Topic Selection (Due in Week . Select a specific organization of interest to you and identify a problem at the firm related to organizational behavior (OB). This maybe an organization where you currently serve or one where you have served. 2. Think of yourself as an organizational consultant.

Assume that a key manager has requested a thorough analysis and recommended course of action to resolve an actual organizational problem. Your goal is to develop recommendations that will positively impact the organization's performance. 3. Your research paper should address the following four-course objectives, at a minimum: 1. Evaluate how organizational theories and practices can improve organizational operations (week 5).

2. Analyze how values, attitudes, beliefs, feelings, and personality influence decision making in the workplace (week 2). 3. Analyze the impact of different structures and lines of authority on organizational strategy and culture (week 6). 4.

Demonstrate in-depth knowledge of enterprise-wide functions relevant in the global economy (week 6). Requirements · APA Format & Paper · Course Project Papers (Due in Weeks 5, 6, and 8) · Course Project Rubric Paper Format 1. All papers should be double-spaced, using an 11- or 12-point font. Refer to the APA Style Sheet for additional information. 2.

The length of the paper is to be between 8 to 12 pages, not counting the cover page, table of contents, nor appendices. 3. The first page should include the title of the work, student name, course number and title, date, and professor name. 4. The second page should be a table of contents.

It should, at a minimum, reflect the seven items listed in the Grading Rubric. 5. Follow APA style for general format and citations (see the APA Guidelines Tutorial in the Syllabus). 6. The paper sections must adhere to the guidelines below, and each section must be labeled in the text.

7. The language should be clear, concise, and precise. 8. The tone should be professional, consistent, and not filled with jargon. 9.

Grammar and syntax (sentence structure) must be correct. 10. The report must be free of misspellings and typos. Table and Figures 1. All figures and tables must be referred to in your text before they appear on the page.

2. Figures and tables should appear on the same page as, or the page after, the text that refers to them. 3. All figures and tables need captions. Captions go below figures and above tables.

Quotations and Citations 1. Quotations and citations are crucial components of a research paper and must be present. 2. Failure to properly cite research sources and borrowed ideas is plagiarism. 3.

Refer to the APA style guide for assistance with properly citing quoted or borrowed materials and ideas. 4. Turnitin (see Turnitin.com) is used on all reports and projects. A report can be obtained for your review prior to submitting your final work. Make sure that you are in compliance with the University's 20/80 rule.

Paper For Above instruction

Introduction

Effective organizational performance hinges on the various theories and practices that shape how organizations operate and adapt to their environments. The integration of organizational behavior (OB) principles is instrumental in diagnosing organizational issues and proposing actionable strategies. This paper endeavors to explore a specific OB-related problem within a selected organization, employing scholarly research and practical insights to develop viable recommendations for improvement, with a focus on achieving organizational excellence.

Selection of Organization and Identification of the Problem

For this analysis, I have selected ABC Manufacturing Inc., where I previously served as an organizational consultant. The core issue identified pertains to employee engagement and communication gaps, which have led to decreased productivity, increased turnover, and diminished innovation within the company. The problem manifests in misaligned team dynamics, unclear leadership communication, and resistance to change initiatives.

Theoretical Frameworks for Organizational Improvement

Organizational theories such as Lewin’s Change Management Model and Schein’s Organizational Culture Model provide vital frameworks for understanding and addressing the issues at ABC Manufacturing. Lewin’s model emphasizes unfreezing current behaviors, implementing change, and refreezing new practices, aligning well with the company’s need for behavioral shifts. Schein’s model elucidates the importance of organizational culture in shaping employee attitudes and behaviors, which directly impacts performance outcomes. Applying these theories facilitates targeted interventions to enhance communication and engagement.

Impact of Values, Attitudes, Beliefs, and Personality on Decision-Making

Research indicates that personal values, attitudes, beliefs, and personality traits significantly influence decision-making processes in the workplace. At ABC Manufacturing, managerial decisions have often been driven by individual belief systems and cultural biases, contributing to resistance to new initiatives. Understanding these psychological dimensions is essential for designing interventions that foster open communication, trust, and collaborative problem-solving, ultimately leading to better organizational outcomes.

Organizational Structures, Lines of Authority, and Strategy

The organizational structure at ABC Manufacturing is hierarchical, with rigid lines of authority. This configuration affects strategic flexibility and innovation capacity. A centralized structure can hinder rapid decision-making and adaptation to market changes. Analyzing alternative structures, such as matrix or flat structures, can propose pathways to enhance agility, promote teamwork, and reinforce a culture adaptable to global economic pressures.

Enterprise-Wide Functions in the Global Economy

In the context of globalization, organizations must leverage enterprise-wide functions — including supply chain management, human resources, information technology, and marketing — to remain competitive. ABC Manufacturing’s limited integration of these functions has impeded its global operational efficiency. Adopting integrated systems and cross-functional collaboration strategies can improve responsiveness, innovation, and competitive advantage in the global marketplace.

Recommendations and Conclusion

Based on the analysis, the primary recommendations include implementing a change management program rooted in Lewin’s model, fostering a culture that emphasizes open communication and shared values, restructuring for greater agility, and enhancing enterprise-wide integration. These interventions are expected to improve employee engagement, streamline decision-making, and bolster competitiveness. Ultimately, aligning organizational practices with contemporary OB principles will support sustainable growth and performance.

References

• Armenakis, A. A., & Harris, S. G. (2009). Reflections: Our journey in organizational change and development—Past, present, and future. Journal of Change Management, 9(2), 127-143.
• Blake, R. R., & Mouton, J. S. (1964). The managerial grid: The key to leadership excellence. Gulf Publishing.
• Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and organizations: Software of the mind. McGraw-Hill.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
• Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and change. Human Relations, 1(1), 5-41.
• Robbins, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). Pearson.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.
• Ulrich, D., & Brockbank, W. (2005). The HR value proposition. Harvard Business Press.
• Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.
• Mintzberg, H. (1979). The structuring of organizations. Prentice-Hall.