‫المملكة العربية السعودية‬

Kingdom of Saudi Arabia ‫وزارة التعليم‬

Ministry of Education ‫الجامعة السعودية اإللكترونية‬
Saudi Electronic University

College of Administrative and Financial Sciences

Assignment 2
Organizational Behaviour (MGT 301)
Due Date: 22/03/2025 @ 23:59

Course Name: Organizational Behaviour Student’s Name: kadi alharbi

Course Code: MGT301 Student’s ID Number: s210046422
Semester: 2nd Term CRN: 23944
Academic Year:2024-25

For Instructor’s Use only

Instructor’s Name: Njoud Aljohani
Students’ Grade: /10 Level of Marks: High/Middle/Low

General Instructions – PLEASE READ THEM CAREFULLY

 The Assignment must be submitted on Blackboard (WORD format only) via the
allocated folder.
 Assignments submitted through email will not be accepted.
 Students are advised to make their work clear and well-presented; marks may be reduced
for poor presentation. This includes filling in your information on the cover page.
 Students must mention the question number clearly in their answers.
 Late submissions will NOT be accepted.
 Avoid plagiarism. Your work should be in your own words. Copying from students or
other resources without proper reference will result in ZERO marks. No exceptions.
 All answers must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
 Submissions without this cover page will NOT be accepted.

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 Learning Outcomes:

CLO-Covered
1. Describe management issues such as diversity, attitudes and job satisfaction,
personality, and values in organizational behaviour (CLO2).
2. Define the impact of company's culture, structure and design can have on its
organizational behaviour. (CLO3).

Assignment 2
Reference Source:

Textbook: -

Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2021). Organizational behaviour:

Improving performance and commitment in the workplace (7th ed). Burr Ridge, IL:
McGraw-Hill Irwin.

Critical Thinking: -
Discussion Chapters: - Please read Chapters 6, 8 & 9 “Motivation, Learning and
Decision Making, Personality and Cultural Values” carefully and then give your
answers based on your understanding.

Assignment Question(s):
1. How can organizations strike a balance between intrinsic and extrinsic motivation to
ensure long-term employee engagement and high performance? (03 Marks) (Min words
200-250)
2. How does experiential learning shape managerial decision-making, and what impact
does it have on effectiveness and adaptability? (03 Marks) (Min words 150-200)
3. How do personality traits and cultural values interact to influence workplace behavior,
and what challenges do organizations face in managing a culturally diverse workforce?
(04 Marks) (Min words 200-250)
Important Note: -
1. Support your submission with course material concepts, principles, and theories from
the textbook and at least two scholarly, peer-reviewed journal articles.
2. References required in the assignment. Use APA style for writing references.

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 Answers:
1.
To achieve a balance between intrinsic and extrinsic motivation, and ensure long-
term employee engagement and high performance, organizations need to create an
environment that fosters both intrinsic satisfaction and extrinsic rewards.

Intrinsic motivation stems from factors such as personal satisfaction, enjoyment of

the task itself, and a desire for self-development. Employees with intrinsic
motivation are often more engaged, creative, and committed to their work.
Organizations can foster intrinsic motivation by providing meaningful assignments,
granting them autonomy in decision-making, and fostering a culture of personal
growth. For example, allowing employees to work on projects that align with their
interests or providing opportunities to develop their skills can maintain intrinsic
motivation.

Extrinsic motivation, on the other hand, includes external rewards such as salary,
bonuses, recognition, and promotions. These rewards provide tangible incentives
that boost performance and help achieve short-term goals. However, relying solely
on extrinsic rewards can lead to burnout or complacency over time. To ensure
balance, organizations can design extrinsic incentives to recognize employee
contributions while aligning them with the organization's overall goals. A fair and
transparent reward system can increase motivation and create a sense of
appreciation.

By integrating both types of motivation, organizations can achieve a more engaged

workforce. For example, while financial incentives may motivate employees to
achieve specific goals, fostering a sense of purpose and providing opportunities for
autonomy and growth will maintain their engagement over the long term. A
balanced approach that combines the personal satisfaction of intrinsic motivation
with the external rewards of extrinsic motivation can enhance employee
performance and overall satisfaction.

2.
Experiential learning plays a significant role in shaping managerial decision-
making, allowing managers to learn from practical experiences, reflect, and analyze

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 past actions. This approach enhances effectiveness and adaptability, both crucial in
a dynamic business environment.

When managers engage in experiential learning, they develop a deeper

understanding of real-world challenges. By reflecting on past decisions, both
successful and unsuccessful, they can better assess risks, predict outcomes, and
make more informed choices in the future. This continuous learning process
improves decision-making effectiveness, as managers gain a deeper understanding
of successful strategies and the reasons behind their success.

Furthermore, experiential learning enhances adaptability. Managers who have

experienced a variety of situations are better able to respond flexibly to changing
circumstances. This adaptability is vital in today's fast-paced and unpredictable
business environments. For example, a manager who has previously dealt with a
crisis is more likely to handle future crises more effectively, having learned from
their past mistakes and successes. This experience also encourages a growth
mindset, enabling managers to embrace change and continuously improve their
skills and decision-making styles. In conclusion, experiential learning enhances
managerial decision-making by fostering reflective thinking and adaptability,
ultimately contributing to more effective leadership and problem-solving in the
workplace.

3.
Personality traits and cultural values play a crucial role in influencing work
behaviors, shaping how individuals perform their tasks, interact with others, and
adapt to organizational norms.

Personality traits, such as those described in the Big Five model, influence how
individuals behave in the workplace. For example, people with high
conscientiousness tend to be diligent, organized, and goal-oriented, contributing to
high performance. On the other hand, individuals with high extroversion may be
more likely to cooperate and participate in team activities, while those with high
neuroticism may exhibit tension and anxiety in high-pressure situations. These traits
determine how employees interact with their environment and face challenges.

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 At the same time, cultural values influence how employees perceive authority, work-
life balance, and cooperation. According to Hofstede's cultural dimensions,
individualistic cultures (such as the United States) value autonomy, competition,
and personal achievement, while collectivist cultures (such as Japan) prioritize
teamwork, group harmony, and conformity. Cultural values also influence
communication styles, such as direct and indirect communication, or how conflict is
managed in the workplace. The interaction between personality traits and cultural
values can lead to divergent behaviors. For example, an individual with high
openness in an individualistic culture may actively express their opinions, while the
same individual in a collectivistic culture may suppress them to maintain group
harmony.

Challenges of managing a culturally diverse workforce include:

1. Communication barriers, as cultural differences in language and communication

styles can lead to misunderstandings.

2. Inconsistent work styles, as employees from different cultures may take different
approaches to teamwork, leadership, and decision-making.

3. Bias and discrimination, as unconscious biases can impact hiring, performance

evaluation, and promotions.

4. Integration and inclusion, as cultural diversity requires concerted efforts to create

a cohesive and inclusive work environment.

Organizations must manage these challenges through cultural awareness training,

inclusive policies, and creating an environment where diverse viewpoints are valued.

References:
• Hofstede, J. (1980). Consequences of Culture: International Differences in Work-
Related Values. Sage Publications.
• Robbins, S. B., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.

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 Kolb, D. A. (1984). Experiential Learning: Experience as a Source of Learning and
Development. Prentice-Hall.

Jaffe, D. (2001). The Relationship Between Experience and Decision-Making in

Organizations. Academy of Management Executive, 15(2), 53-64.
Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuit: Human
needs and self-determination of behavior. Psychological Inquiry, 11(4), 227-268.

Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of
intrinsic motivation, social growth, and well-being. American Journal of
Psychology, 55(1), 68-78.

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