STRATEGIC MANAGEMENT

TRABAJO COLABORATIVO 3
TRABAJO FINAL

PRESENTADO A
KARLA NATHALIA TRIANA
TUTORA

PRESENTADO POR
AURELIO EDUARDO RUBIANO DIAZ
CODIGO: 91285086

GRUPO:
212053-10

UNIVERSIDAD NACIONAL ABIERTA Y A DISTANCIA - UNAD

CEAD SOAT
25 DE NOVIEMBRE DE 2017
SOATA
BOYAC
 INTRODUCTION

Organizational behavior refers to the behavior of individuals within an organization of which

they are a part. But it is also the interdisciplinary science that studies the way in which the
behavior of individuals is affected by other people, by the group and by the environment
within organizations (mainly companies).
To do this, he studies various variables using behavioral sciences: psychology, anthropology,
sociology, political science, etc. Various factors and variables that affect the behavior at the
personal, group and organizational levels are analyzed. Understanding the cause of these
behaviors increases efficiency and resolves conflicts.

KEY FACTORS OF ORGANIZATIONAL BEHAVIOR

There is a set of forces that affect companies, which can be classified into four areas: people,
structure, technology and environment in which a business operates.
PEOPLE
In a company, people are part of the internal social system, which is made up of individuals
and groups, both large and small. There are informal or unofficial groups, as well as formal
and official.
Human groups are dynamic because they form, change and disintegrate; People are living,
thinking and feeling, who work in a company or organization to achieve their goals.

STRUCTURE
Defines the formal relationship of the functions of people with organizations and companies.
Different jobs are required to perform all the activities of the company.

TECHNOLOGY
Technology provides the resources with which people work and influences the tasks they
perform, with their help buildings are built, machines are designed, work processes are
created, etc.

ENVIRONMENT
All companies operate in the context of an internal environment and an external one. No
company exists in isolation, it is part of a larger system that encompasses many other
elements, such as the government, families and other companies.
 OBJECTIVES

GENERAL PURPOSE

Develop the ability to propose solutions to real problems, based on the suggested readings,
strengthening the ability to explain their arguments to work in teams or executive boards.

SPECIFIC OBJECTIVES

Review the references of unit 3 in the knowledge environment.

Make a mental map summarizing the main ideas of the readings.
Analyze the case study 1.
Answer the questions raised in case 1.
 ACTIVIDAD

POINT 1

Review the references for Unit 3 at the Knowledge Environment.

POINT 2

Read the references established in the activity guide.

POINT 3

POINT 4
CASE ANALYSIS 1
Inter-personal Communication Ms. Shina, was incharge of administrain branch of a big firm.
There wei"e a large number of women typists. They were all efficient in their job and finished
the entire work assigned to them for that day before leaving office. There was no overtime
requirement for typing work in this section. One day the Managing Director of the firm sent
for the Manager of the Administration Department, Mr. Mohan and informed him that
'persons in his department have started taking liberty in regard to punctuality in the office.'
He said that on a particular day, when he was coming to office at 9.40 a.m. in the morning,
he found two typists/stenos coming late and that it was not the first time that he had seen this.
He wanted that his supervisors should be made wise in this respect. Mr. Mohan listened to
the instructions of the Managing Director and promised to ensure punctuality. Mr. Mohan
called Ms. Shina and told her about the incident of the two late comers and the Managing
Director's observations. He also stated that punctuality should be observed at all costs. Ms.
Shina, replied that she was aware of the situation and did not feel the necessity of taking any
action. She said that the stenos/typists are very hard working and that they do not mind even
sitting late for an hour or so in the office if there was pressure of work. They were intent in
finishing the day's work before lI~aving the office and that they were not h!lbitual late comers
and they usually observe punctuality. She also pleaded that probably because of some
personal reasons, one or two typists may be late by ten or fifteen minutes, sometimes, and
this should not be taken cognizance of in the interest of good working. Mr. Mohan, however,
insisted that she should act according to the instructions of the Managing Director. Ms. Shina
got perplexed. She went back to her section and communicated the entire story to her typists
and told them that the Managing Director wanted them to come to the office in time and that
he is against any relaxation in this matter. She also told them that action will be taken against
the late comers. The typists did not relish this Ms. Sarla and Ms. Rama discussed this matter
during lunch as they were the typists who came late that day. They felt that they had not been
given proper treatment. Ms. Sarla said, 'It is very strange that things have been taken too far.
I have now decided that if I am asked to sit late, I won't, I shall leave the office at 5.30 p.m.
leaving the work where it is.' Just after two days, the Private Secretary to the Managing
Director sent some urgent typing work to Ms. Rama at 5.15 p.m. Two typists would require
atleast one hour to type that entire material. The Managing Director was to see the Chairman
in the evening with these important papers. He wanted the typed matter back to him in any
case by 6.30 p.m. Ms. Shina assigned the work to Ms. Sarla and Ms. Rama, but both of them
expressed their inability to undertake the job as it would take complete one hour, whereas
they could stay in the office atmost for fifteen minutes. The office closes at 5.30 p.m. Both
the typists did not fail to remark that, if 'the officers sometimes wanted them to sit late, why
such hue and cry should have been made when someone was late by a few minutes and that
too on a few occasions?' It ~ame a problem for Ms. Shina to get the papers typed. She was
afraid that other typists may also give the same reply. So, she went back to the Private
Secretary to the Managing Director stating that the Private Secretary and herself may have
to share the work and do it, though the Private Secretary had some other work of priority.

POINT 5
Questions

What do you think about the behavior of Ms Shina, Ms Sarla and Ms Rama?
I think that you are right because it is a case of work recharge where employees are not
respected and if they get a problem by arriving a few minutes late.
 How would you react in such a situation?
In my place I would talk to the manager since they are overtime at work and many times
they are not recognized which could have a little flexibility in the schedule or give
incentives to the workers so that they fully comply with their duties.

Identify the leadership styles that are involved along the case

Leadership styles
The supervision of Mrs. Shina
The position of the director of the manager
The work of the typists

Identify the types of leaders on the case explaining why.

PARTICIPATORY OR DEMOCRATIC LEADERSHIP

Although it is the democratic leader who makes the final decision, they invite other
members of the team to contribute to the decision-making process.
This not only increases job satisfaction but also helps to develop skills.
Team members feel in control of their own destiny so they are motivated to work
hard, rather than for an economic reward.
Since democratic participation takes time, this approach can last a long time but often
a good result is achieved.
This leadership style can be adopted when teamwork is essential and when quality is
more important than speed or productivity.

AUTOCRATIC LEADERSHIP

Leaders have absolute power over their workers or teams.

Staff members have a small opportunity to give suggestions, even if they are for the
good of the team or the organization.
Many people feel resentful when treated in this way.
Autocratic leadership often has high levels of absenteeism and staff turnover.
 For some tasks and jobs without qualification the style can be effective, because the
advantages of the control overcome the disadvantages.

LEADERSHIP ORIENTED TO PEOPLE OR LEADERSHIP ORIENTED TO

RELATIONSHIPS

The leaders are completely oriented to organize, support and develop their teams.
It is a participatory style, and tends to empower the team and encourage creative
collaboration.
In practice, most leaders use both task-oriented leadership and people-oriented
leadership.

POINT 6

What is the situation and How can a manager improve it?

The situation that arises is that the manager of the company does not take into account their
employees where the great difference between a boss and a leader is seen, which does not
help to grow their employees or incentivizing them to be better and better every day. better
results are obtained in this way the manager can improve putting more attention to human
talent, the staff of your company, in their attitudes, skills and abilities being a great leader
where you do not order if you do not work as a team supporting the staff so that not only the
manager but all the staff grow and grow the company.