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    teaching or preaching values at the organisational level will invariably lead to a change in the behaviour of people in the organisation

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    Communicate to change behavior ahead of organizational values and culture

    Communicate to change behavior, including change resistance. ahead of organizational values and culture. This is a proven way approach.

    Communicate to change behavior ahead of organizational values and culture

    01 Jun, 2020 Change communication

    The ultimate objective of most communication activities is to change behavior. To achieve an employee behavior change, many communicators work on the principle that they need to change employee attitudes first, including their culture and values. But change experts say it is better to focus on attempting to directly change employees’ behavior. Therefore, you should communicate to change behavior ahead of organizational values and culture.

    Even if attitudes are changed, habits may be too strong to break and therefore behavior may not change. And if behavior does change, it may take a while to happen.

    This is especially important in communicating to reduce accidents or improve service quality. Communicators can provide information that directly affects behavior, eg about rules; company policies and practices; procedures and systems; rewards, recognition and incentives, etc.

    Since people like to be consistent with their attitudes and their behavior, their attitudes are likely to become consistent with their new behavior (or else they will change their job if they don’t believe in what they are now doing). The effectiveness of the communication can be evaluated by measuring behavior before and after the communication effort.

    Employee values and organizational culture are considered vital to organizational performance, but are difficult to come to grips with. Instead, it is more effective to change behavior first, and then the desired values and culture are likely to follow.

    But firstly, you need to ensure your change communication strategy first aligns with the external business environment. This conveys important authenticity to your employees. They can perceive these pressures for themselves, becoming aware of what is happening elsewhere. Otherwise, they will invariably have doubts about your messaging when you start communicating at the team and individual level.

    Changing values

    The personal values of employees are widely considered to influence their workplace behavior. Values are the conscious, emotional desires or wants of people that guide their behavior. Most employees’ values are generally consistent with the values of their peers.

    However, when it comes to change management, the focus should not be so much about corporate values but about the hard, day-to-day business of changing the behavior of frontline employees.

    Communication from senior executives doesn’t give values to employees. Instead, values emerge from the way employees do their work, which is a function of the way they are supervised. It takes thousands of repeated behavioral episodes for a particular value to be firmly established. The absolutely critical issue is not how to communicate a value, but to get the initial behavior change to occur among the frontline employees.

    To achieve this, supervisors can be targeted with face-to-face communication about the performance of the local work area, especially how their performance compares with other similar work areas. This is done by winning over the first-line supervisors. It requires constant vigilance to ensure employees are achieving the new behavior and over-riding the pressure from the old value. Employees will return to the old way instantly if the pressure is reduced. This pressure can only be maintained by the person close enough to do it – the first-line supervisor.

    Overwhelming corporate experience shows that values are not successfully imposed from the top down. Values are more likely to emerge from the bottom. For instance, attempts to use corporate slogans to emphasize new values imposed from above result in a cynical employee response: employees took ‘Quality in everything we make’ into ‘Quality is everything we fake’. A company’s product quality was so low, its employees mischievously changed their unofficial version of the corporate slogan from “We make it nice” to “We make it nice because we have to make it twice.”

    The most immediate and pragmatic approach is to start by getting some of that pressure working for management and not against it – by making the new behavior consistent with an already existing employee value. Their strongest values relate to their own local work area. The performance of the new behavior can be consistent with their concern, loyalty and respect for themselves and their co-workers. This can be accomplished by communicating how the performance of the new behavior compares with that achieved by other similar areas. 1 At the same time, the same set of values can be advocated and modeled by management. In this way, the values are reinforced and management and supervisors are seen to be aligned with the employees’ values.

    Changing the culture

    Senior managers in many organizations believe the key to good organizational performance is to have a good organizational culture in place. Culture comprises shared patterns of thinking. This is generally accepted, but the relationship is complex. For instance, a US study of the cultures and financial performance of 200 companies over 11 years showed that about half the time, strong cultures were associated with excellent performance – but half the time they were not. What’s more, the study found highly respected companies with strong cultures, but with poor financial performance. 2 The study showed that over the long term, corporate cultures associated with strong financial performance do share a recurring theme: they facilitate change.

    स्रोत : cuttingedgepr.com

    Multiple Choice Questions (MCQ) with Answers on Organisational Behaviour

    21-Advise the management of ABC Ltd. about the various groups that can be created in an organisation. (A) Effective group,

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    21-Advise the management of ABC Ltd. about the various groups that can be created in an organisation.

    (A) Effective group, Formal group,  group

    (B) Reactive group, Formal group, Informal group

    (C) Effective group, Formal group, Informal group

    (D) Creative group, Formal group, Informal group

    22-What is the other name for vertical job loading?

    (A) Job analysis (B) Job enrichment (C) Job evaluation (D) Job enlargement

    23-Organizational culture includes:

    (A) Organizational rituals and ceremonies

    (B) Norms shared by the teams

    (C) Commonly used language

    (D) All of the above

    24-An aroused attitude consist of

    (A) Affective reaction

    (B) Cognition (C) Action tendency

    (D) All of the above

    25-Handling of crises by managers and employees reveals an organizational …………. .

    (A) Culture (B) Society (C) Environment (D) Structure

    26-To be efficient every manager must try to

    (A) Understand human behaviour

    (B) Predict human behaviour

    (C) Control human behaviour

    (D) All of the above

    27-The ________ teams are concerned with rotating tasks and assignments amongst its members.

    (A) Self-managed (B) Self styled (C) Self motivated (D) Self concerned

    28-To change organizational culture successfully we need to:

    (A) Find the most effective sub-culture and use it as an example

    (B) Practice what we preach

    (C) Both ‘A’ and ‘B’

    (D) None of the above

    29-Mismatch between personality and organization may lead to

    (A) Confusion and chaos

    (B) Loss of interest by members in organization

    (C) Low morale and job satisfaction

    (D) All of the above

    30-Cultural________are words, gestures and pictures or other physical objects that carry a particular meaning with the culture.

    (A) Symbols (B) Logos

    (C) Both ‘A’ and ‘B’

    (D) None of the above

    ANSWERS:

    21-(C). 22-(B), 23-(D), 24-(D), 25-(A), 26-(D), 27-(A), 28-(C), 29-(D), 30-(A)

    Pages: 1 2 3 4

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    स्रोत : scholarexpress.com

    Chapter 1: Introducing Organizational Communication – Organizational Communication

    1 CHAPTER 1: INTRODUCING ORGANIZATIONAL COMMUNICATION

    CCO Public Domain

    Effective communication is a building block of successful organizations, In other words, communication acts as organizational blood.

    All managers and employees need to be aware of how people behave in order to provide the best working environment. Organizational behavior is about how people may be motivated to work together in more effective ways. The interaction required to direct a group toward a set of common goals is called organizational communication.

    In each of these interactions, we are occasionally satisfied but sometimes frustrated by incompetence, insensitivity, lack of coordination, and red tape, all of which result from ineffective organizational communication. A deeper understanding of communication permits us to better comprehend the factors that contribute to a successful organization.

    It is difficult to come across a job advertisement which does not mention eligibility criteria such as “communicativeness” or “communication skills.” Concepts such as “organizational communication,” “corporate communication” or “business communication” long ago became key terms for management, entrepreneurship and human resources.

    What is meant by “organizational communication”? What are its major functions and types? What are the most important communication skills in the workplace? What are the most common barriers and obstacles to contemporary organizational communication? The answers to these and other questions throughout this course will give you a better understanding of the phenomenon and process of organizational communication.

    The importance of communication in an organization can be summarized as follows:

    Communication promotes motivation by informing and clarifying the employees about the task to be done, the manner they are performing the task, and how to improve their performance if it is not up to the mark.

    Communication is a source of information to the organizational members for decision-making process as it helps identifying and assessing alternative course of actions.

    Communication also plays a crucial role in altering individual’s attitudes, i.e., a well informed individual will have better attitude than a less-informed individual. Organizational magazines, journals, meetings and various other forms of oral and written communication help in molding employee’s attitudes.

    Communication also helps in socializing. One cannot survive without communication.

    Communication also assists in controlling process. It helps controlling organizational member’s behavior in various ways. There are various levels of hierarchy and certain principles and guidelines that employees must follow in an organization. They must comply with organizational policies, perform their job role efficiently and communicate any work problem and grievance to their superiors. Thus, communication helps in controlling function of management.

    An effective and efficient communication system requires managerial proficiency in delivering and receiving messages. A manager must discover various barriers to communication, analyze the reasons for their occurrence and take preventive steps to avoid those barriers. Thus, the primary responsibility of a manager is to develop and maintain an effective communication system in the organization.

    So, organizational communication refers to the forms and channels of communication among members of organizations such as corporations, nonprofits or small businesses. Studies have found a strong relationship between the levels of communication in an organization and job performance and satisfaction. Organizational communication can be formal or informal, flow in various directions and make use of various media.

    Directions of Communication

    Organizational communication takes place upward, downward and horizontally. Downward communication flows from the managerial and executive levels to the staff through formal channels such as policy manuals, rules and regulations and organizational charts. Upward communication is initiated by staff and directed at executives; it frequently takes the form of a complaint or a request. Horizontal communication occurs when colleagues meet to discuss issues of common interest, resolve problems and share information.

    Leading

    CCO Public Domain

    In the book “Organizational Communication: Challenges of Change, Diversity, and Continuity,” William Neher (1997) identifies the five primary functions of business communication as leading, rationalizing, problem-solving, conflict management and compliance gaining. The function of leading is important to enable management to issue instructions in a clear, specific manner so that workers are able to follow them without difficulty. This is generally downward communication.

    CONNECT: William Neher: Professor Emeritus at Butler University (LinkedIn)

    https://www.linkedin.com/in/william-neher-4742b41a/

    स्रोत : granite.pressbooks.pub

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