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Assignment number
12048039
Mahmud Hasan
MBS502- Organisational Behaviour
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Date:01/02/2026
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Table of Contents
1.Introduction ........................................................................................................... 3
2. Engagement narrative............................................................................................. 3
3. Evidence appendix….............................................................................................. 6
4. Conclusion ........................................................................................................... 9
5. References .......................................................................................................... 10
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1. Introduction
Organizational Behaviour explores the human dynamics of how people and teams interact at
work, ultimately shaping a company's success. In today's volatile market, mastering these
interpersonal patterns is no longer optional; it’s a critical priority for any leader aiming to build
a resilient culture. Consequently, this report outlines a clear, strategic roadmap designed to
help you study and decode workplace behavior with both empathy and analytical precision.
2. Engagement narrative
To truly grasp Organizational Behavior, we must first look at the three pillars that hold a
company together: the organization, its processes, and its environment. Think of an
organization as a living community where people align their unique talents to chase a common
purpose. Processes are the heartbeat of this community—the steady flow of communication
and decision-making that transforms raw energy and ideas into real-world impact. Finally, the
organizational environment acts as the ecosystem, encompassing everything from internal
culture and tech to the external shifts in the market and law. When these three forces move
in harmony, a business doesn't just function; it thrives, adapts, and grows.
When we weave these concepts together, a more human picture of Organizational Behavior
begins to emerge. It starts with the individual, honoring the deeply personal need for
autonomy and values that fuels real motivation and job satisfaction. Beyond the solo
contributor, we look at the power of the group, where success is built on a foundation of trust,
shared effort, and clearly defined roles. Guiding it all is leadership—not as a title, but as the
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steady hand that inspires, mentors, and connects every person to the heart of the company’s
mission.
By placing our people at the very heart of the conversation, we begin to see the personal
drivers that spark motivation, sharpen focus, and fuel a genuine desire for growth. When we
truly understand what makes an individual tick, meeting our collective milestones feels less
like a struggle and more like a shared journey. It allows us to manage results by nurturing the
human potential behind them, rather than just tracking numbers. To help visualize this, the
following diagram breaks down the different layers of influence that shape how a person
shows
up
to
work
every
day.
Clear, honest communication is the glue that holds a team together, making it easier to
coordinate tasks and resolve friction before it grows. When decision-making is inclusive, it
blends individual insights with group wisdom to create better results for everyone. Great
management is often felt through this steady flow of information and the reliability of meeting
deadlines. For a leader, identifying gaps and refining workflows is vital, as they are ultimately
the ones who step up to guide the team through setbacks and take ownership of the path
forward.
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These daily interactions eventually weave into the organizational culture—the shared values
and "vibe" that tell us what really matters. This is supported by the organizational structure,
which maps out how authority is shared and how information travels. Together, these forces
shape how engaged people feel and how well the organization functions as a whole. To
visualize how authority is typically organized, many companies still use a traditional
hierarchical chart, which clearly outlines the vertical lines of responsibility as shown in the
visual
below.
A matrix organizational chart blends functional expertise with project-driven energy, where
team members often find themselves reporting to both a functional department head and a
specific project lead. This dual-reporting approach creates a more agile organization, allowing
for fluid authority and the ability to shift resources wherever they are needed most.
A truss chart shifts the focus away from rigid ladders and toward a web of interconnected
roles and horizontal partnerships. In this model, information and responsibility flow freely
across teams, empowering people to collaborate without the bottleneck of a strict hierarchy.
This approach builds an agile culture where problem-solving happens faster, and teams can
pivot quickly to meet the demands of an ever-changing environment.
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3. Evidence appendix
Throughout this journey, the core message was that we were all part of a "learning process,"
evolving together into a true learning organization. This mindset fostered a deep sense of
belonging, making everyone feel like a vital part of the classroom and naturally boosting our
active participation.
The course pushed us to constantly share our personal journeys, leaning into the incredible
diversity of our multicultural group. Because we came from such varied backgrounds, every
theory we studied was met with a rich tapestry of real-world stories we could all connect with.
These shared experiences from my peers were instrumental in turning abstract concepts into
practical, deep-seated understanding.
Early on, we were asked to draft a professional profile, reflecting on our past careers and our
aspirations beyond this master’s degree. Doing this at the start allowed us to capture our raw,
unfiltered thoughts before the course material influenced our perspective. Later, we revisited
these profiles in pairs, analysing the leadership qualities hidden within our own words and
mapping
out
our
growth,
as
illustrated
in
the
exercise
below:
One of the most impactful ways we learned was through diving into Case Studies. The
framework below was designed to tackle the challenge of "Leadership Without Authority,"
where we had to identify organizational gaps and prevent future customer frustrations. During
our third week, I was invited to present this chart to the class. It was a great opportunity to
bridge theory with reality, as I shared personal work stories from my home country that
mirrored the struggles Alex, the case study lead, was facing. By walking through my own
experiences, I could offer a practical solution that had worked for me in the past. Since we
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realized the core issue was actually rooted in miscommunication, I proposed that introducing
a Key Account Manager could be the turning point Alex needed to align everyone.
Finally, based on another case study, we developed in groups the following charts, aiming to
represent how self-management jobs can work. Also using this flowchart bellow, which
represents the whole process, from customer purpose until Customer Focus.
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The Marshmallow Challenge brought an electric energy to the room, transforming abstract
theories of Organizational Behavior into a high-stakes, hands-on experience. As teams raced
against the clock to balance a single marshmallow atop a structure of spaghetti and tape, the
classroom shifted from a lecture hall into a laboratory of human dynamics.
The engagement was palpable; we weren't just building towers, we were navigating the messy
realities of instant collaboration, role negotiation, and iterative design. It was fascinating to
see which groups jumped straight into "doing" and which ones stalled in "planning." This
exercise highlighted the "Prototyping" mindset—showing us that in a dynamic environment,
the best teams don’t just talk; they test and learn. By the time the final towers stood (or
collapsed), we had a shared language for discussing trust and hidden assumptions. It was a
powerful reminder that sometimes, a piece of pasta can teach us more about team synergy
than a textbook ever could.
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4.Conclusion
After reflecting on these journeys, it is clear that when leaders truly grasp organizational
structure, environmental influences, and how process design shapes outcomes, they become
far better equipped to handle the human complexities of daily management. We live in an
incredibly multicultural world where every company fosters its own unique internal culture.
Aligning a diverse team toward a single vision while championing the company’s goals requires
more than just authority—it demands deep empathy and specialized knowledge.
Organizational Behavior brings all these vital concepts together, offering a roadmap that
makes navigating professional life smoother and more rewarding. By embracing these humancentric insights, anyone within an organization can unlock a clearer path to career growth and
collective success, turning workplace challenges into opportunities for genuine connection
and achievement.
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5. References
“Wk1-S2_GlobalEnvrnmnt.” n.d.
“Wk1-S3_Individuals.” n.d.
“Wk1-S1_Intro.” n.d.
“Wk2-S3_Teams.” n.d.
“Wk2-S1_Attitude-Prcptn-Values.” n.d.
“Wk3-S2_Communication.” n.d.
“Wk2-S1_Leadership.” n.d.
“Wk2-S2_Motivation.” n.d.
“Wk4-S1_OrgCulture.” n.d.
“Wk4-S2_ChangeMngmt.” n.d.
“Wk3-S3_Decisions.” n.d.
“Wk4-S3_OrgStructure.” n.d.
“Discussions: MBS502 Organisational Behaviour and Management, WPC_SUM25/26.” n.d.
Accessed
January
29,
2026.
https://stanleycollege.instructure.com/courses/2652/discussion_topics.
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