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Management Assignment Annotated Bibliography

Question

Task 1 : Identify five (5) journal articles that match the first five topics of this unit
That is, you must find one journal article per topic

  1. Organisational structures or governance,
  2. Environmental forces,
  3. Risks confronting the firm,
  4. Organisation and business practices, and
  5. The functions of diverse firms.

2. Write a short 150 word introduction discussing why the contextual factors are important to organisational decision making. The introduction is 150 words in total not 150 words per article.

3. Write approximately 250 words per journal article that:

  1. Defines the main contextual factor being discussed in the journal article,
  2. Discusses the new findings in relation to the contextual factor, and
  3. Highlights what these findings mean for managers in organisations.

4. Write a short 200 word conclusion recommending one specific contextual factor as most important to CQUniversity’s organisational performance. Explain your reasoning.

5. Write a reference list correctly

  • It must use the APA referencing style
  • Each reference appears before each annotated bibliography
  • It has a hanging indentation
  • There are specific fonts and formatting that must be used:

Derouiche, I., Hassan, M., & Amdouni, S. (2018). Ownership structure and investment-cash flow sensitivity. Journal of Management & Governance, 22(1), 31-54. DOI: 10.1007/s10997-017-9380-x

Answer

Introduction
This Management assignment Annotated Bibliography is compilation of literature related to organizational decision making there is a wide significance and vital importance of the various contextual factors as they are the traits or features of the organisational external and internal environment on the basis of which an organisation works. It comprises of the various risks, benefits, environmental forces, structure, functions and capability, cost and many more other factors. Based upon all these factors, there can be measured how effectively an organisation will accomplish its goals and managerial objectives. The contextual factors possess utmost importance because of the fact that they reflect a specific context and the characteristics which are uniquely associated with that specific group, an individual, society or a community. Any research is primarily based and drawn upon the contextual factors as they are the aspects on which the purpose of the study is based.

Management Assignment Annotated Bibliography
Article 1: Knowledge Exchange Processes in Multicultural Teams: Linking Organizational Diversity Climates to Teams’ Effectiveness
Hajro, A., Gibson, C. B., & Pudelko, M. (2017). Knowledge exchange processes in multicultural teams: Linking organizational diversity climates to teams’ effectiveness. Academy of Management Journal, 60(1), 345-372.
Retrieved from: https://bura.brunel.ac.uk/bitstream/2438/14086/1/FullText.pdf

The key contextual factor being discussed in the article is the organisational diversity or the multicultural teams. The article led emphasis upon the organisational effectiveness which is a result of increased organisational diversity due to presence of multicultural teams within the organisation. The Management assignment highlights that when there is high level of cultural diversity which means the employees are from diverse cultural groups work in a team then there is exchange of knowledge. This knowledge exchange process enhances the efficiency and effectiveness of the teams as well as the organisation (Hajro, Gibson & Pudelko, 2017).

There are several new finding in respect with the contextual factor i.e. organisational diversity such as it has been found that there can be attained more improved performance through developing an engagement-focused diversity climate within the organisation. It has also been found that being cooperative does not work for the MCTs i.e. the Multicultural teams.

In relation to the organisational managers, it can be stated that the organisational managers must have multicultural teams within the organisation so that the increased level of cultural diversity can enhance the firm’s efficiency. This Management assignment outlines how managers are also required to pay attention towards the climate and surroundings as to promote the existence of culturally diverse teams there is an extensive need of an engagement-focused diversity climate.

Article 2: Making A Difference In The Teamwork: Linking Team Prosocial Motivation To Team Processes And Effectiveness
Hu, J., & Liden, R. C. (2015). Making a difference in the teamwork: Linking team prosocial motivation to team processes and effectiveness. Academy of Management Journal, 58(4), 1102-1127.

Retrieved from: https://www.researchgate.net/profile/jia_hu23/publication/284720045_making_a_difference_in_the_ teamwork_linking_team_prosocial_motivation_to_team_processes_and_effectiveness/links/ 5657143508aefe619b1ed5f1/making-a-difference-in-the-teamwork-linking-team-prosocial-motivation-to-team-processes-and-effectiveness.pdf

The key contextual factor being discussed in the article is the prosocial motivation. The article led emphasis upon the effectiveness of teams as a result of the prosaically motivation. There are several types of motivation but the article presents a different and diverse firm of motivation i.e. prosocial motivation. The article highlights that there is a need to develop prosaically motivation within the organisational team to keep them going and achieve targets.

There are several new finding in respect with the contextual factor i.e. the prosocial motivation such as the author found that the prosocial motivation presents the social aspect of any work done by the team by making the team members realize that how their actions can affect the wellbeing of others. The researcher also found that the prosocial motivation affects the team performance and team outcomes by performing the hypothesis testing (Hu and Liden 2015).

This Management assignment helps outline strategies organisational managers must also take use of the prosocial motivation for enhancing the team effectiveness and also make the team members much responsible so that they can handle the responsibilities effectively.

Article 3: Collective Organizational Engagement: Linking Motivational Antecedents, Strategic Implementation, And Firm Performance
Barrick, M. R., Thurgood, G. R., Smith, T. A., & Courtright, S. H. (2015). Collective organizational engagement: Linking motivational antecedents, strategic implementation, and firm performance. Academy of Management journal, 58(1), 111-135.

Retrieved from: http://www.sitesbysarah.com/mbwp/Pubs/Barrick_Thurgood_Courtright_n_Smith_2015.pdf

The key contextual factors being discussed in the article are transformational leadership, human resource management practices and motivating work design. The article led emphasis upon the collective organisational engagement which is the result of combining all the three contextual factors stated. When any organisation works upon all these factors then there is a 360 degree development of the organisation. The Management assignment also highlights that without the strategic implementation, all these factors cannot work alone, so there is always a need of strategic approach.

There are several new finding in respect with the contextual factors i.e. transformational leadership, human resource management practices and motivating work design. It has been found that the employees always look for a shared sense of meaning and though the motivating work design develops the share perceptions of engagement. It has also been found that with the collective organisational engagement there generates improved firm performance (Barrick, Thurgood, Smith & Courtright, 2015).

In relation to the organisational managers, it can be stated that the organisational managers must also implement a similar model in the organisations and the various departments. The use of transformational leadership by the managers will motivate the employees and the effective HRM practices also strengthen the potential of the employees. Thus, it is essential for the mangers to work for collective organisational engagement.

Article 4: Managing the risks of proactivity: A multilevel study of initiative and performance in the middle management context
Glaser, L., Stam, W., & Takeuchi, R. (2016). Managing the risks of proactivity: A multilevel study of initiative and performance in the middle management context. Academy of Management Journal, 59(4), 1339-1360.

Retrieved from: https://www.researchgate.net/profile/Riki_Takeuchi/publication/307569917_Managing_the_risks_of_ proactivity_A_multilevel_study_of_initiative_and_performance_in_the_middle_management_context/ links/5a12f7ec4585158aa3e1c9cd/Managing-the-risks-of-proactivity-A-multilevel-study-of-initiative-and-performance-in-the-middle-management-context.pdf

Retrieved from: https://www.researchgate.net/profile/Riki_Takeuchi/publication/307569917_Managing_the_risks_of_proactivity _A_multilevel_study_of_initiative_and_performance_in_the_middle_management_context/links/ 5a12f7ec4585158aa3e1c9cd/Managing-the-risks-of- proactivity-A-multilevel-study-of-initiative-and-performance-in-the-middle-management-context.pdf

There are several new finding in respect with the contextual factor i.e. proactivity and personal initiative such as the researcher fid that there is a positive relation among the job performance of the managers and their proactive personality. It has been analyzed through the finding that the higher the proactive personality is the greater is the job performance.

In relation to the organisational managers, it can be stated that the organisational managers must always possess a proactive attitude and approach while managing the organisational activities as it enhances their risk taking attitude. This results in increased organisational productivity and improves effectiveness and efficiency of the organisation. The higher the risk is, the greater are the chances of making profits.

Article 5: A Social–Structural Perspective On Employee– Organization Relationships And Team Creativity
Jia, L., Shaw, J. D., Tsui, A. S., & Park, T. Y. (2014). A social–structural perspective on employee–organization relationships and team creativity. Academy of Management Journal, 57(3), 869-891.

Retrieved from: http://www.polyu.edu.hk/mm/jason/doc/Jia-Shaw-Tsui-Park%202014%20AMJ.pdf

The key contextual factor being discussed in the article is employee relationships and the communication density. The Management assignment led emphasis upon the development of a social-structural perspective on the association among the team creativity and organisational and employee relationship. The article highlights that there is a direct relation between the team creativity and the EOR i.e. the employee-organisational relationships.

There are several new finding in respect with the contextual factor i.e. communication density and employee relationships. It has been found that if the tasks are complex then there is stronger and higher communication density. This improves the engagement of the employees towards the organisation and also enhances the EOR. Another finding is that the dense communication results in increase team creativity (Jia, Shaw, Tsui & Park, 2014).

In relation to the organisational managers, it can be stated that the organisational managers must perform activities and try to enhance and improve the employee-organisational relationships in order to have increased team creativity and higher employee engagement.

Conclusion
From the study of the contextual factors as well as from the insights taken from the various journal articles it can be stated that the contextual factors play a vital role in the organisational decision making and performance of the organisation. From the overall study and analysis, it ac be recommended that the most important contextual factors is the cultural diversity or the existence of the multicultural teams within the organisation. This is because of the reason that the higher cultural diversity will result in enhanced growth, effectiveness and efficiency of the teams and the organisation. The reason behind selection of this contextual factor is that the competition in the global market is continuously increasing and so the organisations need diverse set of talent to sustain in this competitive market place. This Management assignment focuses on how multicultural teams within the organisation then it can assist diverse set of work and can also expand their business in different sectors.

References
Barrick, M. R., Thurgood, G. R., Smith, T. A., & Courtright, S. H. (2015). Collective organizational engagement: Linking motivational antecedents, strategic implementation, and firm performance. Academy of Management journal, 58(1), 111-135.

Glaser, L., Stam, W., & Takeuchi, R. (2016). Managing the risks of proactivity: A multilevel study of initiative and performance in the middle management context. Academy of Management Journal, 59(4), 1339-1360.

Hajro, A., Gibson, C. B., & Pudelko, M. (2017). Knowledge exchange processes in multicultural teams: Linking organizational diversity climates to teams’ effectiveness. Academy of Management Journal, 60(1), 345-372.

Hu, J., & Liden, R. C. (2015). Making a difference in the teamwork: Linking team prosocial motivation to team processes and effectiveness. Academy of Management Journal, 58(4), 1102-1127.

Jia, L., Shaw, J. D., Tsui, A. S., & Park, T. Y. (2014). A social–structural perspective on employee–organization relationships and team creativity. Academy of Management Journal, 57(3), 869-891.

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