Organizational Behaviour
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SafeAssign Originality Report Spring 2021 - Organ Leader & Decision Making (ITS-630-A02) - First Bi-Term • Week 3 Written Assignment • Submitted on Sat, Jan 23, 2021, 3:28 PM
Rajesh Madala View Report Summary
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Professor’s name: Charles Beverly
Student’s name: Rajesh Madala
Date: January 22, 2021
Institutional Affiliation: University of The Cumberland’s
Summary of the article
Today, we have known that various organizations are being influenced by the new technologies introduced. It is seen that these institutions then tend to introduce new technologies and innovations to increase
their profits. However, the successful implementations of these innovations depend upon the type of employees working in the organization. The attribution theory describes how different employees' attitudes towards the new technology's success and failure have been adopted. It is likely to succeed if the
employees readily accept these changes and begin working on them. However, if these innovations do not convince the employees, they might show negative attitudes towards it. According to the provided article, there are two types of employees. These employees are seen to be divided based on their reaction towards the implementation of innovations or technologies. In this article, the concept of intentionality means that each employee accepts the innovation by understanding the need to get the new aspects (Bormann & Rowold, 2016). Thus, looking into the given article, the concept of deceptive intentionality represents
the various ways a company adopts innovations for some mean purposes, but not for the sake of the employees and the organization at large. Based on the summary of the article, it is seen that the author emphasizes the fact that the successful implementation of any policy or innovation is dependent on how the employees/workers react towards it. Thus, it is seen that the more readily employees accept these policies, the more successful the implementation would be. Additionally, the article also suggests that there are three different types of attributions. These are active, passive, and avoidance. The term active attributions refer to the activeness with which the workers are willing to participate in these innovations. On the other hand, passive attribution is where employees are unwilling to accept these innovations but are still seen to follow the new regulations. Lastly, the term implementation avoidance refers to the reluctance employees or workers have in following these innovations.
Impact of constructive Intentionality
As discussed in the article, constructive intentionality refers to how an organization has adopted some innovations to ease the process, benefitting the employees. In this approach, the employees are seen to show a positive attitude regarding the development of the new regulations. Therefore, they readily accept these innovations and begin working toward achieving the set goals and objectives. Thus, it is
observed that constructive intentionality will have an indirect positive impact on the innovation policy's success. Moreover, this aspect will also help decrease the avoidance attitude of employees towards new changes. The constructive intentionality will also ensure that the employees understand the need for implementation of these changes. It is because the changes intend to provide some benefits to the
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1/26/2021 Originality Report
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employees too. In the long run, workers can work hard to become successful and ensure a successful implementation of the changes. Productivity is an organization's art of delivering its products and services to its customers in less time. It is also observed that organizational culture also dramatically impacts organization innovations as the environment, population, and organizational structure help in the successful implementation of the invention. In some scenarios adopting design may lead to a destructive phase of any organization; it should be well planned and need to prepare complete documentation concerning innovation.
Attribution based perspective and innovation implementations
Choi, Chung, & Choi (2019) conducted a study on "why do we have this innovation? Employee
attributions of innovation and implementation behavior" is seen to be based on the concept discussed in the article. It is seen that the report describes the concept of different employee attitudes towards the adoption of new technologies (Choi, Chung, & Choi, 2019). Thus, the attribution bases perspective is observed to enhance the implementation of innovations in various ways. The theory is essential in determining the behavioral impact on the implementation success of the designs coming up. It is seen that the employees' positive attitude assists towards its success since the employees can readily work
according to the new rules and policies. The organization should train employees with a positive mind set by conducting various training programs and encouraging each employee with a motivational speech. By performing such training activities, employees will change their mindset and will lead to an increase in productivity.
References: Bormann, K. C., & Rowold, J. (2016). Ethical leaderships potential and boundaries in
organizational change: A moderated mediation model of employee silence.
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German Journal of Human Resource Management: Zeitschrift für Personalforschung, 30(3-4), 225-245.
doi:10.1177/2397002216649855
Choi, S. Y., Chung, G. H., & Choi, J. N. (2019). Why are we having this innovation? Employee
attributions of innovation and implementation behavior. Social Behavior and Personality: an
international journal, 47(7), 1-13. doi:10.2224/sbp.8124
References
Bormann, K. C., & Rowold, J. (2016). Ethical leaderships potential and boundaries in
organizational change: A moderated mediation model of employee silence. German Journal of Human
Resource Management: Zeitschrift für Personalforschung, 30(3-4), 225-245. doi:10.1177/2397002216649855 Choi, S. Y., Chung, G. H., & Choi, J. N. (2019). Why are we having this innovation? Employee
attributions of innovation and implementation behavior. Social Behavior and Personality: an
international journal, 47(7), 1-13. doi:10.2224/sbp.8124
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