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Running head: ORGANISATIONAL BEHAVIOUR Organisational Behaviour Name of the Student: Name of the University: Author Note:

ORGANISATIONAL BEHAVIOUR 1 Table of Contents Question 1 .................................................................................................................................. 2 Question 2 .................................................................................................................................. 3 Question 3 .................................................................................................................................. 3 Question 4 .................................................................................................................................. 4 Question 5 .................................................................................................................................. 5 References .................................................................................................................................. 7

ORGANISATIONAL BEHAVIOUR 3 all changing and they continued to behave worst in the working hours, the supervisors of the company imposed the injunctive norm concerned to the off-duty behaviour of the group of five male employees. The supervisors segregate the working time as well as hours of all the five employees. Question 2 Based on the case study named Workplace Behaviour in a New Zealand factory, it is undermined that a group of five male employees connected to the working organisation of a cheese processing factory had been recorded to talk nuisance during the working hours and not maintain the legislative and the ethical working environment of the firm. In addition to this, they were recognised to smoke in the work area of the factory which was determined to be entirely against the rule of the factory, as the unethical smoking activities would have led to disastrous consequences and destruction in the properties of the factory as well as the entire factory. In consideration of this unethical activity carried up by the male employees, the norms and rules were aroused to control the concerned workers from the hazardous activities they had indulged into. Moreover, the employees were also recognised to be not concentrated on their given tasks and responsibilities and complete the same in an ethical and effective manner. The five male employees also used to sing loudly whenever a supervisor used to enter the factory and did not make the decisions and words of higher authorities into consideration. Thus, the norms leading to off-job behaviour were implemented on these five workers as their behaviour was not getting into control through verbal warnings. Question 3 As stated by Trevino and Nelson (2016), when a productive business organisation works along with the specific policies and procedures concerning to the legal norms and laws, the employees of the company are aware that they are under check and any unethical

ORGANISATIONAL BEHAVIOUR 4 behaviour would lead them to be liable to be the legal suites. Thus, the norms related to the off-duty conduct imposed by the cheese processing factory to its five male group employees would prove useful and beneficial for the members of the factory, all the working groups of the factory as well as the entire factory itself. This is because the legislative norms and rules will help the factory to keep its employees into strict eyes in maintaining the ethics of the factory and not carrying up those activities which could harm the property of the factory in an adverse manner. In addition to this, the norms and rules regulated in the factory will let the factory have an adequate and sufficient level of production and also maintain its water, removing the section in a recognisable way. This is because the employees would understand the fact that they are accountable towards working and fulfilling their duties in the organisation and that too, in an ethical manner. In case, the employees who would not perform the responsibilities they would be charged will face penalties, and their salaries would also be kept on hold (Keynes 2017). Moreover, the employees and the groups of the factory working together will also be able to build their individual selves as they would work for the better productivity of the organisation and the same would make their work strength and the understanding related to the work. This will also let the employees understand that they are an integral part of the organisation and that they need to work better for improving themselves and the organisation. Question 4 Based on the analysis of the concerned case study in the given report, it is undermined that the level of cohesiveness that existed in the group of the five male employees of the factory was at a profound level. The given statement can be proved by stating that the group of this five male employees were always found together in the factory either while performing their tasks and mostly while carrying up some unethical activities in the factory.

ORGANISATIONAL BEHAVIOUR 6  Changing the sediment filter of the system on an annual basis which will not let the water clog inside the machine (Raudales, Fisher and Hall 2017).  The carbon filter system of the machine should also be replaced on an annual basis to maintain the contaminants of the water that would affect the performance of the water machine.  The factory should implement prior rules and regulations for the ethical working consideration of the employees (Mamic 2017).  Legal suites to be imposed on the employees would do not follow the rules and norms of the organisation (Cooter and Ulen 2016).  Ensuring that the tasks and activities are carried in an effective and efficient manner.  Keeping a prior check on the performance level of the employees.  Providing the employees with variable payout schemes that would motivate the employees to overshoot their target and earn the different incentives offered by the company (Donegan, Lester and Lowe 2018).  Fostering the synergy of the practical and significant program connected to the training and development process of the firm. In the concern of letting the employees understand their part of work and work effectively to achieve the desired organisational as well as individual goals (Park, Jung and Lee 2019).

ORGANISATIONAL BEHAVIOUR 7 References Cooter, R. and Ulen, T., 2016.   Law and economics . Addison-Wesley. Donegan, M., Lester, T. and Lowe, N., 2018. Striking a Balance: A National Assessment of Economic Development Incentives. Farrow, K., Grolleau, G. and Ibanez, L., 2017. Social norms and pro-environmental behaviour: a review of the evidence.   Ecological Economics ,   140 , pp.1-13. Hess, K.M., Orthmann, C.H. and LaDue, S.E., 2015.   Management and supervision in law enforcement . Cengage Learning. Homans, G.C., 2017.   The human group . Routledge. Keynes, J.M., 2017.   The economic consequences of the peace . Routledge. Mamic, I., 2017.   Implementing codes of conduct: How businesses manage social performance in global supply chains . Routledge. Myers, M.D., 2019.   Qualitative research in business and management . Sage Publications Limited. Park, J., Jung, D. and Lee, P., 2019. How to Make a sustainable manufacturing process: A high-commitment HRM system.   Sustainability ,   11 (8), p.2309. Raudales, R.E., Fisher, P.R. and Hall, C.R., 2017. The cost of irrigation sources and water treatment in greenhouse production.   Irrigation Science ,   35 (1), pp.43-54. Trevino, L.K. and Nelson, K.A., 2016.   Managing business ethics: Straight talk about how to do it right . John Wiley & Sons.