BUS610 Ashford Week 6 Organizational Behavior Analysis Assignment Week 6 – Final Paper Organizational Behavior Analysis In this assignment you will analyz

BUS610 Ashford Week 6 Organizational Behavior Analysis Assignment Week 6 – Final Paper
Organizational Behavior Analysis

In this assignment you will analyze the organizational behavior of your current or former employer. Describe how the following areas influence the organizational behavior in a negative or positive manner:

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Type of culture (Pluralism, Dualism or Salad bowl)
Modes of communication in the organization (i.e., written or verbal)
Nature of authority (i.e., recognized social rank)
Motivational techniques (e.g. intrinsic or extrinsic used to influence productivity and performance)
Areas of EQ (emotional quotient) embraced by the organization
Virtual elements (i.e., teleworking and virtual offices)

Provide examples for each item listed above and discuss how each example applies to the organization identified. Your paper must be eight to ten pages in length and use a minimum of four scholarly sources, in addition to the textbook. Your paper must be formatted according to APA style as outlined in the Ashford Writing Center

Writing the Final Paper
The Final Paper:

Must be eight to ten double-spaced pages in length (not including the title and reference pages) and formatted according to APA style as outlined in the Ashford Writing Center.
Must include a title page with the following:
Title of paper
Student’s name
Course name and number
Instructor’s name
Date submitted
Must begin with an introductory paragraph that has a succinct thesis statement.
Must address the topic of the paper with critical thought.
Must use headers
Must end with a conclusion that reaffirms your thesis.
Must document a minimum of four scholarly sources, in addition to the textbook, in APA style, as outlined in the Ashford Writing Center.
Must include a separate reference page, formatted according to APA style as outlined in the Ashford Writing Center. Text
Baack, D. (2017). Organizational behavior
(https://ashford.instructure.com/courses/40466/external_tools/retrieve?
display=borderless&url=https%3A%2F%2Fcontent.ashford.edu%2Flti%3Fbookcode%3DB
aack.3633.17.1) (2nd ed.). Retrieved from https://ashford.content.edu
This text is a Constellation™ course digital materials (CDM) title.
Ar cles
Austen, B. (2012, July 23) The story of Steve Jobs: An inspiration or a cautionary tale?
(http://www.wired.com/2012/07/ff_stevejobs/all/) Wired. Retrieved from
http://www.wired.com/2012/07/ff_stevejobs/all/
Charan, R. (2006). Home Depot’s blueprint for culture change. Harvard Business Review. 84(4),
60-70. Retrieved from EBSCOhost database.
Grow, B., Foust, D., Thornton, E., Farzad, R., McGregor, J., & Zegal, S. (2007). Out at home
depot (http://www.businessweek.com/stories/2007-01-14/out-at-home-depot) . Business
Week. Retrieved from http://www.businessweek.com/stories/2007-01-14/out-at-home-depot
Guthrie, D. (2014, January 16). Who’s to blame for creating a toxic organizational culture?
(http://www.forbes.com/sites/dougguthrie/2014/01/16/whos-to-blame-for-creating-a-toxicorganizational-culture/) Forbes. Retrieved from
http://www.forbes.com/sites/dougguthrie/2014/01/16/whos-to-blame-for-creating-a-toxicorganizational-culture/
Stark, A. (1993). What’s the matter with business ethics? Harvard Business Review, 71(3), 3848. Retrieved from EBSCOhost database.
Course Guide
For a printable version of the course, download the Course Guide
(https://ashford.instructure.com/courses/40466/files/7878637/download?wrap=1)
(https://ashford.instructure.com/courses/40466/files/7878637/download?wrap=1) .
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Weekly Lecture
Week Six Lecture
This week we will explore authority within organizations along with career management. In your current
organization where does power originate and who has the lions share? Could your department use more
authority if they are the most depended upon? Would that be fair to the others? I have experienced
leaders that use power to punish or remove obstacles however; it may depend on how the power is
delegated as to how an organization may function. According to Baack (2012) the three types of authority
are line authority, staff authority, and functional authority. Line authority is direct, formal authority, as
indicated by the vertical lines of an organization chart. Staff authority consists of the right to advise, or
give advice. Functional authority is the right to direct but not to discipline. It emerges when an individual
has been assigned a leadership role on a task force, project team, or committee. Two basic perspectives
have been developed regarding the origins of authority. The first considers authority from a top-down
vantage point. The second suggests that the sources of authority emerge from the bottom of the
organization and move upward.
Top-Down Authority
Max Weber (1922) viewed authority as a force that originates at the top of the organization and flows
downward. From that perspective, authority is derived from three sources: tradition, charisma, and law.
Traditional authority results from the rule of kings, tribal chiefs, and the authority of the church. Authority
moves from the state or a religious institution into various organizations. One submits to authority in the
same way that one obeys religious or governmental law.
Bottom-Up Authority
The top-down approach to authority and organizational design enjoyed widespread acceptance for many
years. Eventually, C. I. Barnard (1938/1968) created the bottom-up view of the nature of authority. The
acceptance theory of authority argues that authority cannot exist until subordinates have accepted it.
Four main ideas explain this approach, which states that authority is accepted when individuals:
Understand the nature of the authority.
Believe the use of authority is consistent with the purposes of the organization.
Believe authority is being used in ways that are compatible with their personal interests.
Are able to comply.
What is power and where does it come from? At the broadest level, power is the ability to influence the
behaviors of others using formal and informal means (Bass, 1990). Have you been on the negative end
of someone in authority flexing their power? Power can influence others to do or act in ways that may not
be conducive to the working place. I can recall a coworker being left in charge of the department for a
week while the manager was on vacation. Unfortunately this person let the feeling of authority over
others dictate rather than utilizing good leadership skills. In this instance productivity suffered and when
the manager returned there were numerous complaints. Power struggles can destroy an organization
and it is leadership’s responsibility to model an effective way to influence others to perform.
Career Management
At your current organization what are some programs that members can utilize to further or enhance
their skills to move up? Are you in a position to advance at your job or is there a waiting period? Personal
career development involves an individual enhancing his or her educational level, experiences, personal
characteristics, and list of contacts. Employers offer management training programs, which include the
steps of establishing the goals of the program, selecting individuals for training, identifying training
methods, conducting the program, and following up. Management training can take place on the job in
the form of incrementally assigning new tasks, having the trainee perform job rotations, awarding lateral
promotions, and assigning trainees to lead teams and committees. Off-the-job manager training involves
technical and managerial outside reading, additional education, attendance at conferences and
seminars, and specially designed company programs. Mentoring and coaching programs take place both
on and off the job (Baack, 2012).
Since you are pursuing your degree how will this assist you in reaching your career goals? Does your
employer reimburse tuition for your courses and if so what is the expected return? I can recall utilizing my
former employer’s tuition assistance program to pursue my master’s degree and this increased my
loyalty towards them. My goal was to move up within the organization but unfortunately the organization
had to downsize and my department was affected. The positive side to this was the ability to earn an
advance degree therefore placing me in a situation to successfully compete.
References
Baack, D. (2012). Organizational behavior. San Diego, CA: Bridgepoint Education, Inc.
Barnard, C. (1968). The functions of the executive. Cambridge, MA: Harvard University Press. (Original
work published 1938).
Bass, B. M. (1990). Bass and Stogdill’s handbook of leadership (3rd ed.). New York: Free Press.
Weber, M. (1922). The three types of legitimate rule. (H. Gerth, Trans.). Berkeley Journal of Sociology, 4,
1–11.
BUS610.W6A1.09.2018
Description:
Total Possible Score: 35.00
Organization: Introduction, Thesis Statement, and Conclusion
Total: 3.50
Distinguished – Paper is logically organized with a well-written introduction, thesis statement, and conclusion.
Proficient – Paper is logically organized with an introduction, thesis statement, and conclusion. One of these requires
improvement.
Basic – Paper is organized with an introduction, thesis statement, and conclusion. One or more of the introduction, thesis
statement, and/or conclusion require improvement.
Below Expectations – Paper is loosely organized with an introduction, thesis statement, and conclusion. The introduction, thesis
statement, and/or conclusion require much improvement.
Non-Performance – The introduction, thesis statement, and conclusion are either nonexistent or lack the components described
in the assignment instructions.
Describes How the Type of Culture Influences Organizational Behavior
Total: 4.00
Distinguished – Comprehensively describes how the type of culture influences the behavior of the organization in a negative or
positive manner.
Proficient – Describes how the type of culture influences the behavior of the organization in a negative or positive manner. The
description is slightly underdeveloped.
Basic – Somewhat describes how the type of culture influences the behavior of the organization in a negative or positive manner.
The description is underdeveloped.
Below Expectations – Attempts to describe how the type of culture influences the behavior of the organization in a negative or
positive manner; however, the description is significantly underdeveloped.
Non-Performance – The description of how the type of culture influences organizational behavior is either nonexistent or lacks the
components described in the assignment instructions.
Describes How the Modes of Communication Influence Organizational
Behavior
Total: 4.00
Distinguished – Comprehensively describes how the modes of communication influence the behavior of the organization in a
negative or positive manner.
Proficient – Describes how the modes of communication influence the behavior of the organization in a negative or positive
manner. The description is slightly underdeveloped.
Basic – Somewhat describes how the modes of communication influence the behavior of the organization in a negative or
positive manner. The description is underdeveloped.
Below Expectations – Attempts to describe how the modes of communication influence the behavior of the organization in a
negative or positive manner; however, the description is significantly underdeveloped.
Non-Performance – The description of how the modes of communication influence the organizational behavior is either
nonexistent or lacks the components described in the assignment instructions.
Describes How the Nature of Authority Influences Organizational Behavior
Total: 4.00
Distinguished – Comprehensively describes how the nature of authority influences the behavior of the organization in a negative
or positive manner.
Proficient – Describes how the nature of authority influences the behavior of the organization in a negative or positive manner.
The description is slightly underdeveloped.
Basic – Somewhat describes how the nature of authority influences the behavior of the organization in a negative or positive
manner. The description is underdeveloped.
Below Expectations – Attempts to describe how the nature of authority influences the behavior of the organization in a negative or
positive manner; however, the description is significantly underdeveloped.
Non-Performance – The description of how the nature of authority influences the organizational behavior is either nonexistent or
lacks the components described in the assignment instructions.
Describes How Virtual Elements Influence Organizational Behavior
Total: 4.00
Distinguished – Comprehensively describes how virtual elements influence the behavior of the organization in a negative or
positive manner.
Proficient – Describes how virtual elements influence the behavior of the organization in a negative or positive manner. The
description is slightly underdeveloped.
Basic – Somewhat describes how virtual elements influence the behavior of the organization in a negative or positive manner.
The description is underdeveloped.
Below Expectations – Attempts to describe how virtual elements influence the behavior of the organization in a negative or
positive manner; however, the description is significantly underdeveloped.
Non-Performance – The description of how virtual elements influence organizational behavior is either nonexistent or lacks the
components described in the assignment instructions.
Describes How Areas of EQ (Emotional Quotient) Influence Organizational
Behavior
Total: 4.00
Distinguished – Comprehensively describes how areas of EQ influence the behavior of the organization in a negative or positive
manner.
Proficient – Describes how areas of EQ influence the behavior of the organization in a negative or positive manner. The
description is slightly underdeveloped.
Basic – Somewhat describes how areas of EQ influence the behavior of the organization in a negative or positive manner. The
description is underdeveloped.
Below Expectations – Attempts to describe how areas of EQ influence the behavior of the organization in a negative or positive
manner; however, the description is significantly underdeveloped.
Non-Performance – The description of how EQ influences organizational behavior is either nonexistent or lacks the components
described in the assignment instructions.
Describes How Motivational Techniques Influence Organizational Behavior
Total: 4.00
Distinguished – Comprehensively describes how motivational techniques influence the behavior of the organization in a negative
or positive manner.
Proficient – Describes how motivational techniques influence the behavior of the organization in a negative or positive manner.
The description is slightly underdeveloped.
Basic – Somewhat describes how motivational techniques influence the behavior of the organization in a negative or positive
manner. The description is underdeveloped.
Below Expectations – Attempts to describe how motivational techniques influence the behavior of the organization in a negative
or positive manner; however, the description is significantly underdeveloped.
Non-Performance – The description of how motivational techniques influence organizational behavior is either nonexistent or
lacks the components described in the assignment instructions.
Written Communication: Content Development
Total: 1.00
Distinguished – Uses appropriate, pertinent, and persuasive content to discover and develop sophisticated ideas within the
context of the discipline, shaping the work as a whole.
Proficient – Uses appropriate and pertinent content to discover ideas within the context of the discipline, shaping the work as a
whole.
Basic – Uses appropriate and pertinent content, but does not apply it toward discovering or developing ideas. Overall, content
assists in shaping the written work.
Below Expectations – Uses content, though it may be unrelated or inappropriate to the topic. Content does not contribute toward
the development of the written work, and may distract the reader from its purpose.
Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.
Integrative Learning: Connects to Experience
Total: 1.00
Distinguished – Creates meaningful correlations among experiences outside of the classroom to deepen understanding of field of
study and to broaden own viewpoints.
Proficient – Compares life experiences and academic knowledge to distinguish differences and similarities while acknowledging
perspectives other than own.
Basic – Recognizes correlation between life experiences, academic texts, and ideas perceived as similar and related to own
interests.
Below Expectations – Briefly comments about connections between life experiences and academic texts.
Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.
Written Communication: Control of Syntax and Mechanics
Total: 2.00
Distinguished – Displays meticulous comprehension and organization of syntax and mechanics, such as spelling and grammar.
Written work contains no errors, and is very easy to understand.
Proficient – Displays comprehension and organization of syntax and mechanics, such as spelling and grammar. Written work
contains only a few minor errors, and is mostly easy to understand.
Basic – Displays basic comprehension of syntax and mechanics, such as spelling and grammar. Written work contains a few
errors, which may slightly distract the reader.
Below Expectations – Fails to display basic comprehension of syntax or mechanics, such as spelling and grammar. Written work
contains major errors, which distract the reader.
Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.
Written Communication: APA Formatting
Total: 1.50
Distinguished – Accurately uses APA formatting consistently throughout the paper, title page, and reference page.
Proficient – Exhibits APA formatting throughout the paper. However, layout contains a few minor errors.
Basic – Exhibits basic knowledge of APA formatting throughout the paper. However, layout does not meet all APA requirements.
Below Expectations – Fails to exhibit basic knowledge of APA formatting. There are frequent errors, making the layout difficult to
distinguish as APA.
Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.
Written Communication: Page Requirement
Total: 1.00
Distinguished – The length of the paper is equivalent to the required number of correctly formatted pages.
Proficient – The length of the paper is nearly equivalent to the required number of correctly formatted pages.
Basic – The length of the paper is equivalent to at least three quarters of the required number of correctly formatted pages.
Below Expectations – The length of the paper is equivalent to at least one half of the required number of correctly formatted
pages.
Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.
Written Communication: Source Requirement
Total: 1.00
Distinguished – Uses more than the required number of scholarly sources, providing compelling evidence to support ideas. All
sources on the reference page are used and cited correctly within the body of the assignment.
Proficient – Uses required number of scholarly sources to support ideas. All sources on the reference page are used and cited
correctly within the body of the assignment.
Basic – Uses less than the required number of sources to support ideas. Some sources may not be scholarly. Most sources on
the reference page are used within the body of the assignment. Citations may not be formatted correctly.
Below Expectations – Uses inadequate number of sources that provide little or no support for ideas. Sources used may not be
scholarly. Most sources on the reference page are not used within the body of the assignment. Citations are not formatted
correctly.
Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.
Powered by
Running Head: Organizational Behavior
Organizational Behavior Analysis
BUS610: Organizational Behavior
1
2
Organizational Behavior
Managing Organizational Behavior
Written Media ideology has been put into question for many years. The company has
shifted cultures due to changes within the organization. This business has evolves from a
Totalitarian to a Pluralism state of mind. Motivational techniques had to be altered when these
ideologies became welcomed into the business culture. Money was no longer the main attraction
but progress and growth in status was. A company that no longer had a toxic culture was now a
possible career choice instead of a way to make easy money. This paper will go over the areas
that influenced the organizational behavior in either a negative or positive manner.
Type of culture
Pluralism is discussed in political science as an ideology that accepts different thoughts
and ideas. This type of ideology is defined by Webster as, “a situation in which people of
different social classes, religions, races, etc., are together in a society but continue to have their
different traditions and interests” (Merriam-Webster, n.d.). Most companies run this way because
we have laws that prevent discrimination against most of the material covered by Pluralism. Not
allowing an individual is right to acknowledge a specific religion would create hostility in the
workforce. The culture has to be accepting of all types of people from all walks of life in order to
function in these United States. Places such as Written Media, are located in New York City,
which is …
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