Organizational Culture and Leadership - Research Proposal Example

Number: Table of Contents Introduction to problem 3 Best solution 3 Definition 4 Structural Changes 4 Strategic Changes 4 People Changes 4 Process Changes 5 Discovery 6 Dream 6 Design 6 Destiny 6 Time and cost analysis 7 Benefits for the University 7 References 8 Introduction to problem It is important to study organizational behaviour (OB), since it is a very interesting and challenging task for an organisation. It is defined as the field, which studies and investigates the effect of individuals, organizational structure and groups on the behaviour prevailing within organizations, thereby gaining knowledge towards improvement of organisational effectiveness. OB examines incorporation of various studies that are related to behavioural sciences, like, anthropology, psychology, sociology and political science (Brroks, 2006). Thus, it refers to a broad field of study that includes group, individual and organizational structure, besides the relation shared between organizational culture and growth. The goal of study is to ascertain the behaviour of humans towards growth of an organization and achieve greater efficiency. The research proposal elaborates the problem that is encountered in a university in Texas and the solution for the problem is also recommended in the proposal. It is observed that academic institutions around the world have encountered difficult situations due to increase in absenteeism of professors and teachers (Murphy, 2012). The number of days of absentees is increasing at an alarming rate with limited substitutes. The same problem is prevalent in Baylor University, Texas. The number of professors and teachers are not adequate enough to support regular classes and additionally, it is seen that they remain absent for higher number of days (Sutherland, 2012). This problem has affected the regular lecture sessions, which are provided to students of the university. The management of the college has, thus, decided to take appropriate steps for solving the problem and leading an uninterrupted educational system (Cole, 2005). Best solution There are many solutions to the abovementioned problem, but the best one is to undertake Appreciative Inquiry (AI). AI elaborates the need for applications of new knowledge and innovative ideas, which explains key aspects of organizational life. It basically focuses on application and generation of knowledge, which originates from inquiry and later, it leads to moments of excellence (Aquinas, 2006). The concept was established by David Cooperrider and his team mates in mid-1980s. It comprises fives stages of inquiry: definition, discovery, dream, design and destiny. So, it is also known as 5D framework. The problem of absenteeism can be rectified by applying the 5D framework. Definition The first stage is known as “define”. It focuses on awareness of the development that is planned. During this stage, topic of inquiry becomes the main agenda for the organization for learning and innovation. The questions asked are positive and concentrates on valuable areas that is essential to people, who are involved directly with issues that lead to success of the organization. This inquiry identifies “the area”, where the organization needs to incorporate change (S. Ahmad, N. Ahmad & Drazi, 2008). The change can be of different types and are as follows: Structural Changes The major parts of organizational changes, which are made, are the structural ones. These types of changes typically impact the way an organisation is run, from the traditional top-down hierarchy. The university can bring in structural changes by modifying this top-down hierarchy. It will lead to better efficiency and less absenteeism (Bushe, 2012). Strategic Changes When an organization has to adapt to external factors, it may undergo major strategic changes. Strategic organizational changes are usually quite transformative in nature as they include major adjustments and complete upheaval of the way that the organization operates, currently. Here, the organization refers to the university, where absenteeism among professors is common. Strategic changes can rectify these problems arising in the university. Adjustments in the staff routine reflect availability of substitute teachers. The substitutes will allow the university to cope with absenteeism as well as to continue an undisturbed academic process (Kotter, 2013). People Changes People changes are considered to be large-scale or incremental. Large-scale people changes include replacement of top executives with new employees in order to change the entire culture of the organization (Mehta, 2009). Smaller-scale or incremental people changes include enrolling management workers in team-building workshops and classes. These changes can be planned or unplanned, which may impact an employee’s attitudes towards work, behaviours of the individual and their performances. In the university the people changes are to be taken at a large scale. The professor is to be replaced with younger individuals with the enthusiasm to perform their job competently. The change can be small scale too (Aalbers, 2013). Small scale change will help these professors to give in their full effort in teaching students. The professors are motivated through workshops and meetings, where they are enquired about their difficulties faced in the workplace, which is forcing them to take leaves quite often. Process Changes Process changes are regarded as the attempt which is made for improving the overall workflow efficiency and productivity of the organization. Organizations implement these types of changes and are proven highly successful. The new innovative process is applied to employee groups and also, to the outcome of new process of work (Wolinski, 2010). In Baylor University, the problem in every department is absenteeism. The professors are reluctant to do their job properly and there are no substitutes too. These have harmed the academic routine of students to a great extent. The university should adopt certain procedures like, changing the time schedules according to preferences of the professors and giving them their appropriate time slots for conducting classes. The university should also initiate appraisal programs for encouraging hard work from the professors (Sutherland, 2012). Hence, from the above discussion, it can be recognized that the university should adopt both process and people change in order to continue with an uninterrupted academic system. The changes are applied in order to help professors reduce the number of days of absenteeism. The changes are either planned or unplanned. These changes are taken in accordance with the employee’s attitude towards behaviour of the individual and their performance. The area of change, once identified, should be worked upon rigorously to improve productivity in the university. The factor, that is preventing the university from continuing with an uninterrupted academic system, is the attitude, performance and behaviour of the professors and this has resulted in an increased number of absentees among the professors. The possible reason for absenteeism is predicted to be personal problems, health problems or job dissatisfaction. The university is more concerned with the third reason, given that if professors are not satisfied with the job environment, then they will not put their full effort in cultivating knowledge among students. Thus, the latter will not perform as per expected standards of the university, thereby leading to the decline of reputation of the same. To manage all these issues, management of the university should work hard in bringing about discipline in the campus as well as eliminating the lost time of students and their courses (Ranganayakulu, 2005). Discovery The discovery phase describes the extensive search phase for “the best of what is” by focusing on times of organizational excellence (Ludema, 2003). The desired outcome of the process gives good depiction of an organization’s affirmative factors, which are aligned with tangible and intangible factors. The data collected during the process of interview with the professors, for understanding their exact problem, assists the management to recognize weak points of the university. It also helps the management to identify strengths of the university, based on which they can build their change plans. When the data is explored, primary areas with problem are highlighted. It serves as a strong source of learning for university and will help to adopt changes and make plans for overcoming the problems. Dream The dream phase involves sound investigation of “what might be” by improving on “the best of what is” (Cooperrider, Whitney & Stavros, 2003). The management helps professors to identify their responsibilities and encourages them to work enthusiastically. Design This phase consists of vision for the future, which leads the management to identify the problem and build an uninterrupted academic system. Therefore, management of the university will take decisions to build an uninterrupted future. Destiny The destiny or delivery phase is the last stage and is also the implementation phase, which requires a great deal of planning and preparation. The main key to a successful outcome is to ensure that the dream is the focal point. The management of the university will communicate their plans to the professors in this stage. The plan indicates the reforms that are to be undertaken in the educational system which will help to reduce the number of absenteeism in the university. Time and cost analysis The time and cost analysis is carried out by an organisation in order to calculate the benefit that they will be receiving from a particular investment plan. The decision of whether to undertake the project lies on the time and cost analysis. The main purpose of the analysis is to determine whether the investment decision is feasible or not. It also provides a sketch of comparing the investment with that of other investments. The total expected cost and the benefit from the project is determined in this case. If the cost outweighs the benefit then the organisation does not consider the investment plan to be feasible. In Baylor University, the management should also undertake a cost and benefit analysis in order to check whether the investment in process change or people change will produce any benefit. While undertaking process change, the university has to face the cost for organising workshop and seminars. This cost will add up to their operating costs. If the process is successful in reducing the number of absenteeism in the university, then the cost will transform into loss for the same. If the motive is successful, the university will gain, in terms of increased productivity of professors and better reputation (Schien, 2004). When the university undertakes the people change, it need not encounter any change in the operating costs, given that they are replacing existing professors with new ones and thus, the cost remains the same. Benefits for the University If absenteeism is reduced in the university, then the productivity among professors will improve. Increase in productivity will lead to higher number of working hours of the professors, owing to which they will take classes at the scheduled time. The students in return will gain knowledge and perform well, which will elevate reputation of the university. Thus, the problem will be eradicated with the help of these changes. The investment made in order to undertake the changes should also be focused so that the cost benefit analysis gives a positive result. References Aalbers, J. (2013). Reducing sickness absenteeism. Retrieved from http://essay.utwente.nl/63663/1/Masterthesis_Jacqueline_Aalbers_-_Reducing_Sickness_Absenteeism_%28Anonymous_version%29.pdf Ahmad, S., Ahmad, N. & Drazi, J. (2008). Organisational behaviour. New Delhi: Atlantic Publishers and Distributors. Aquinas, P. (2006). Organisation behaviour. New Delhi: Excel Books. Brroks, I. (2006). Organisational behaviour. New Delhi: Pearson Education Ltd. Bushe, G. (2012). Foundation of Appreciative Inquiry: History, Criticism and Potential. Retrieved from http://www.gervasebushe.ca/Foundations_AI.pdf Cole, G. (2005). Organisational Behaviour: Theory and Practice. London: Thomson Learning. Cooperrider, L., Stavros, J. & Whitney, D. (2003). Appreciative inquiry handbook. San Francisco: Berrett-Koehler Publishers. Kotter, J. (2013). Kotters 8-Step Change Model Implementing Change Powerfully and Successfully. [online] Available at: [Accessed 28 July 2013]. Ludema, J. (2003). Appreciative inquiry. San-Francisco: Berrett- Koehler Publishers Inc. Mehta, A. (2009). Organizational development. New Delhi: Global India Publications Pvt. Ltd. Murphy, J. (2012). Absenteeism reflects sick organisation. Retrieved from http://www.afr.com/p/national/work_space/absenteeism_reflects_sick_organisation_QvCKWp1Cz5dtUNGF1rdhaN Ranganayakulu, K. (2005). Organisational behaviour. New Delhi: Atlantic Publishers and Distributors. Schien, H. (2004). Organizational culture and leadership. New Jersey: John Wiley and Sons Inc. Sutherland, A. (2012). Too many teachers’ absences. Not enough substitutes. Retrieved from http://www.sutherlandforschools.org/Too_many_teacher_absences.__Not_enough_substitutes.__5-18-12.pdf Wolinski, S. (2010). Leadership Theories. Retrieved from http://managementhelp.org/blogs/leadership/2010/04/21/leadership-theories/ Read More