Project Management for Features and Functions -myassignmenthelp

Question: Discuss about theOrganizational Behavior in the Workplacefor Processes. Answer: In a workplace setting, the existing organizational behavior is likely to influence the manner in which employees interact with one another. Such factors have demonstrated the direct influence on the well-being of the workers, especially on collective work responsibility. Besides, when members of an organization refraining from working together, the institution is likely to encounter a decrease in the rate of growth and development due to inadequate employee satisfaction adversely affecting their contribution. As well, the organizational leadership will have challenges in exercising their duties if the interaction levels are poor, which makes the organizational behavior a critical aspect in management. However, the approach entails the manner in which different persons and groups within the organizational behavior and the related implications of such habits (Hofstede et al. 2010). On the same note, through organizational behavior, the management will determine the role played by syst ems, processes, and structures in aligning employee's behavior to provide a basis for the operations. Therefore, it is significant to examine the goals, types, and effects of human behavior in the organization to enhance continued growth and development. Similarly, in the determination of the goals of organizational behavior, the leadership should think of the positive influences of worker interactions within the institution to provide a clear picture of the objective. For example, employee behavior in the organization will allow for the demonstration of the different worker interaction levels. In such a consideration, the goals of the behavioral approach are to help in predicting and explaining the behavior of workers in the organization through the evaluation of the various influences. The different level of influences that are likely to be realized in an organization can be individual, group or institutional (Crowder 2012). However, the ideology in most cases will enable the management to understand the worker's performances and implement mechanisms of improving the different interaction patterns among the employees. Furthermore, the conceptualizing the idea of human behavior facilitates for the improved leadership, effective comm unication, the creation of positive organizational culture, and subject to motivation that provides a competitive advantage. In such regards, the development of behavioral goals builds a basis for growth in the organization. As well, institutions need to invest on worker's behavior since it gives an insight for the smooth running of the business activities. For instance, most successful businesses are more likely to demonstrate excellent interactions at different organizational levels because the managers have knowledge on how behavior can be used to influence performance. Such a move provides a stepping stone for strategic management and increased performance in the organization that should be considered (Rospenda 2005). On the same note, the organization is more likely to thrive when the workers are effectively led and encouraged to do their best. Nevertheless, the outlined benefits of organizational behavior may vary with the manner in which they are implemented. In working environments, the high job satisfaction, commitment to the mission statements, and increased productivity among others will be necessitated by proper relations among the workers, which determines the organizational profitability. Correspondingly, organizational behavior affects the manner in which employees make rational decisions, which makes them be distinct from others. Such a consideration provides the employee with a better understanding in the workplace and the operations, and mechanisms in which the organization can excel (Baron 2008). For example, effective business leaders appreciate the influence of interaction on the performance that helps them realize their goals by closing the gaps that exist in the institution to encourage togetherness. In such an approach, behavioral science is essential in understanding effective methods of leadership and change management for the benefit of all. For proper workplace communication, effective organizational behavior should be instituted because it allows for the interaction between workers at individual or groups/teams with the same objectives (Minor, 2006). Furthermore, the knowledge of organizational behavior determines the possibility of organizational chang e since it involves modification of human characters. Therefore, it is significant in monitoring the functionality of the organization. Different types of organizational behavior Organizational behavior exhibits various forms in managing the influence and interaction levels of the employees as individuals or groups. For instance, managerial control has demonstrated significance in the determination of organizational behavior at the workplace. However, managerial control encounters different kinds that affect the behavior of workers, like autocratic control where the manager exercises total influence or dictate the members of his or her organization (Breweton et al. 2008). As well, interactive control is exemplified in the working environment in which the employees have a voice and can be had to assist in the running of the organization. In such regards, the type of managerial control practiced determines a lot on how interactions are conducted and policies maintained. Besides, the different types of control affect organizational behavior both positively and negatively depending on the goals to be achieved (Balzer 2007). Nevertheless, autocratic control has de monstrated effectiveness in the short-termed organizations since the management shows little concerns about the workers that do not allow for a long-term contract. On the other hand, interactive control is essential for most organizations, especially in enhancing future development since the employees feel as part of the institution making them to increased productivity. On the contrary, the latter has limits that might affect the management due to the slow implementation and decision making the process from critics. Alternatively, the type of managerial control chosen by an institution will determine how the workers interact with one another and the realization of the organizational goals (Wagner et al. 2010). Therefore, if the control mechanism implemented does not provide for interaction among the members of staff, the management could be denying itself some valued inputs from being established to assist in the running of the workplace. As well, ethics form a vital part of organizational behavior since the ethical obligations are likely to suppress the unnecessary actions while allowing for the development of beneficial characters and attitudes. In such a consideration, the organization has to create an effective ethical policy to culture the good behaviors that will improve the situation of the workplace (Levy, 2006). However, to realize such an objective, the management must emphasize and enforce the organizational code of ethics to promote the positive interaction among workers, how they interact with customers among others. Such a move will enhance reduced employee turnover that encourages the development of the organizational behavioral culture (Crowder et al. 2010). On the contrary, high institutional worker turnover will pose challenges to the management since the newly acquired workers will take a reasonable time to adapt the existing culture in addition to bringing in irrational behaviors that never existed jeopardizing the organizational behavior. Therefore, the manager and his team should be in a position to eliminate any factor that can affect the organizational behavior through ethical codes and ensure a balanced interaction level for the benefit of the company. Further, accountability should be emphasized in the organization since it affects the manner in which the employees will respond towards an action. However, the organizational structure provides a key reflection of the accountability of organizational behavior, which should be maintained for business growth. For example, departmentalization among other divisions in the organization will enable the management to determine which individual or group is responsible for a certain function or help in tracing the source of the problem in the organization (Jex 2008). As well, accountability allows the management to recognize and reward performance in the organization since the success or failure of the workers can be evaluated and accounted individually or collectively (Ashkanasy et al. 2002)). From such a scenario, the workers will be motivated in their various lines of duty to improve their accountability, which is vital for the development of a corporate culture. Therefore, organizational accountability will encourage the development of positive staff behavior since every employee will be held responsible for his or her behavior. Much more, harassments at work provide an exemplification of negative organizational behaviors that that should be effectively addressed by the management promote the worker interaction levels. Such a consideration can be resolved through adequate training, enactment of ethical policies and ensuring diligence among the staff member (Tepper 2000). Besides, harassed employees are likely to feel lesser of the organization that hinders him or her from making a positive contribution due to the fear of intimidation from other employees or management. In such a response, organizational laws have been established to deal with the issue by eliminating the possible causes (Rayner 2005). Some of the reported harassment cases reported from workers include sexual exploitation, physical abuse, age and mental discrimination among others, which deters the employees from interacting with the rest of organizational members. Consequently, organizational behaviors have been evident as a vital component in the progression of the organization since it has negative and positive implication to the running of the institution. Besides, the policies developed within the organization will determine how the employees interact with one other, which in turn influences their contribution to the company. For effective and smooth management of the organization, the management should implement various policies that allow for the limitation of the negative behaviors, while encouraging good morals for the realization of objectives and goals. Therefore, workplace organizational behavior should be nurtured to improve the different levels of interactions for the benefit of the organization. References Ashkanasy, N. M.; Hrtel, C. E. J.; Daus, C. S. (2002). "Diversity and emotion: The new frontiers in organizational behavior research". Journal of Management. 28 (3): 307338. Balzer, W. K. Gillespie, J. Z. (2007). Job satisfaction. In Rogelberg, S. G. (Ed.). Encyclopedia of industrial and organizational psychology Vol. 1 (pp. 406-413). Thousand Oaks, CA: Sage Baron, Robert A., and Greenberg, Jerald. Behavior in organizations 9th edition. Pearson Education Inc., New Jersey: 2008. p.248 Brewerton, P.M., Millward, L.J. (2010). Organizational research methods: A guide for students and researchers. Thousand Oaks, CA: Sage Crowder, R. M.; Robinson, M. A.; Hughes, H. P. N.; Sim, Y. W. (2012). "The development of an agent-based modeling framework for simulating engineering teamwork". IEEE Transactions on Systems, Man, and Cybernetics Part A: Systems and Humans. 42 (6): 14251439 Hofstede, Geert, Gert Jan Hofstede and Michael Minkov.Cultures and Organizations: Software of the Mind, 3rd ed. New York: McGraw-Hill. 2010 Hughes, H. P. N.; Clegg, C. W.; Robinson, M. A.; Crowder, R. M. (2012). "Agent-based modeling and simulation: The potential contribution to organizational psychology". Journal of Occupational and Organizational Psychology. 85 (3): 487502. Jex, S. Britt, T. (2008). Organizational psychology: A scientist-practitioner approach. 2nd ed. New York: Wiley. Levy, P. E. (2006). Industrial/organizational psychology: Understanding the workplace. Boston: Houghton Mifflin. Miner, J.B. (2006). Organizational Behavior, Vol. 3: Historical origins, theoretical foundations, and the future. Armonk, NY, and London: M.E. Sharpe Rayner, C., Keashly, L. (2005). Bullying at Work: A Perspective From Britain and North America. In S. Fox P. E. Spector (Eds.), Counterproductive work behavior: Investigations of actors and targets. (pp. 271-296). Washington, DC, US: American Psychological Association. Robbins, S. P. (2009). Organizational behavior. Cape Town, Pearson. Rospenda, K. M., Richman, J. A. (2005). Harassment and discrimination. In J. Barling, E. K. Kelloway M. R. Frone (Eds.), Handbook of work stress (pp. 149-188). Thousand Oaks, CA: Sage Taylor, S.; Hansen, H. (2005). "Finding form: Looking at the field of organizational aesthetics drawing on theories and methods from the humanities, including theater, literature, music, and art.". Journal of Management Studies. 42 (6): 12111231 Tepper, B. J. (2000). "Consequences of abusive supervision". Academy of Management Journal. 43 (2): 178190 Wagner, J. A., Hollenbeck, J. R. (2010). Organizational Behavior: Securing competitive advantage. New York: Routledge. Project Management for Features and Functions -myassignmenthelp Question: Discuss about theProject Management for Features and Functions. Answer: Introduction The paper focuses on the significance of project scope, which is considered as one of the significant part of project planning that mainly, helps in documenting as well as determining different deliverables, features, functions as well as goals of the project (Hornstein 2015, p.292). It is identified that both stakeholder engagement as well as project scope definition are inextricably linked and it is very much important to reflect the participation of stakeholders in defining the scope of the project as to prevent scope changes as well as scope creep throughout the project. The paper helps in elaborating the need of engaging stakeholders in context to project scope. The assignment also discusses the role that is played by the stakeholders in defining the scope of the project and for reflecting the impact that they have on project scope changes during implementation. Discussion Project scope is considered as one of the significant parts of project planning that generally helps in documenting as well as determining the list of deliverables, tasks, costs as well as deadlines. It is identified that engagement of stakeholders in project scope is very much necessary in controlling scope changes as well as in preventing scope creep throughout the project. Need to engage stakeholders in defining scope Project scope is considered as one of the significant factors for leading the project towards success as it mainly helps in defining the boundaries as well as deliverables. It is identified that engagement of stakeholders in the project is very much necessary for meeting various goals as well as objectives of the project. The statement of project scope includes information about project constraints, assumptions, exclusions, deliverables as well as acceptance criteria (Beringer, Jonas Kock 2013, p.834). If the stakeholders of the project are engaged during defining project scope then they will be able to know achieve proper information about the objectives of the project. Clear overview about project scope will be utilized by the stakeholders of the project successfully in order to complete the entire project within the estimated budget as well as time (Protic, Nestorov Vucetic 2014, p.14). Appropriate illustration as well as discussion of project scope not only helps in providing c lear overview about project objectives but also helps the stakeholders to work effectively by minimizing misunderstandings (Cascetta et al. 2015, p. 30). If the project scope is not defined properly, then it is quite difficult to execute the project properly and as a result, number of challenges occurs including scope creep and scope change. Role played by the stakeholders in defining project scope The project stakeholder generally helps in playing an important role in illustrating the project scope. It is identified that it is quite important for the stakeholders to understand the various objectives of the project before defining the project scope, which may deals with the creation of new product, new services or software. It is analyzed that the project manager helps in ensuring that the project team is quite helpful in delivering proper outcomes (Missonier Loufrani). The scope of the project generally helps in outlining the various goals that must be met for achieving a satisfactory result. It is very much significant for project managers to understand as well as define the various scope of the project. The steps that are utilized for defining project scope include identification of project objectives, sub phases, resources, budget, and schedule as well as project related tasks (Collins, Parrish Gibson 2017, p.1122). If all this parameters are properly identified, then the challenges as well as issues related with the project must be clarified. After this, the project scope will become clear to the stakeholders as well as team members of the organization for achieving the objectives of the project. Impact of stakeholders on the changes to the project scope during implementation Scope change or scope creep is considered as one of the dreaded thing that generally happens in any project as it causes wastage of money, time by minimizing satisfaction of the customers as the main objectives of the project are not met. It is identified that there are number of causes of project scope changes that include changes of business requirement, project resource change, and change of project budget as well as schedule (Fageha Aibinu 2013, p.164). If the stakeholders of the project does not understands the scope of project and started working with unapproved features of the project then the chances of scope creep rises. Due to scope creep, it is quite difficult for the stakeholders of the project to complete the entire task within the assumed time as well as budget. The stakeholders face difficulty in achieving the objectives of the project as scope change impact cost, schedule as well as quality of the project (Corvello et al. 2017, p.20). Therefore, it is quite important to prevent scope creep as well as controlling scope changes. The goal of scope creep helps in minimizing the impact of changes within the project including timeline as well as cost. Many organizations utilize methodologies on change control procedures in order to manage scope creep. Conclusion It can be concluded that if the stakeholders engages during illustration of project scope then the chances of scope creep reduces. It is identified that scope plays an important role within the project as it provides appropriate information about project constraints, assumptions, exclusions, and deliverables. Project scope helps in providing an overview about the objectives as well as goals of the project and thus it is found that stakeholder engagement in the project scope is quite important. If the stakeholders of the project are unable to focus on the project scope properly, then number of problem will occur within the project including obstruction in the progress of the project. Thus, it is identified that participation of stakeholder in defining scope of the project assists in preventing the problem of scope. References Beringer, C., Jonas, D., Kock, A. (2013). Behavior of internal stakeholders in project portfolio management and its impact on success.International Journal of Project Management,31(6), 830-846. Cascetta, E Carteni, A Pagliara, F Montanino, M 2015, A new look at planning and designing transportation systems: A decision-making model based on cognitive rationality, stakeholder engagement and quantitative methods,Transport policy,38, 27-39. Collins, W Parrish, K Gibson Jr, G. E 2017, Development of a Project Scope Definition and Assessment Tool for Small Industrial Construction Projects, Journal of Management in Engineering,33(4), 04017015, 8-1122. Corvello, V Javernick-Will, A Ratta, A. M. L 2017, Routine project scope management in small construction enterprises,International Journal of Project Organisation and Management,9(1), 18-30. Fageha, M. K Aibinu, A 2013. Managing project scope definition to improve stakeholders participation and enhance project outcome,Procedia-Social and Behavioral Sciences,74, 154-164. Hornstein, H. A 2015, The integration of project management and organizational change management is now a necessity,International Journal of Project Management,33(2), 291-298. Missonier, S Loufrani-Fedida, S 2014, Stakeholder analysis and engagement in projects: From stakeholder relational perspective to stakeholder relational ontology,International Journal of Project Management,32(7), 110 Protic, D Nestorov, I Vucetic, I 2014, 3D Urban Information Models in making a'smart city': The i-SCOPE project case study,Geonauka,2(3), 12-16.