Corporate Culture on the Example of AIG Essay Example | Topics and Well Written Essays - 1000 words

Corporate Culture on the Example of AIG - Essay Example Similar happened with American International Group (AIG) - one of the world’s leading insurers. This case analysis is built up at delving deep into corporate culture factors which paved the way for AIG’s doom, conduct of AIG executives worsening the situation and alternative route AIG could have taken to prevent its downfall. Role of AIG’s corporate culture in its downfall Corporate culture of a firm constitutes the environment in which employees work, rules and regulations which mold their working practices and even the leadership under which employees learn to differentiate between right and wrong. AIG’s culture was not up-to-the-mark in terms of true leadership, correct human resource policies and even ways and means to capture and exploit business opportunities. Hank Greenberg, the CEO of AIG was into lobbying and made use of back-door tactics to get hold of contracts and business leads. His ethical philosophy was misleading from the very beginning of his youth when he used to violate rules while he was in army. Activities which were not allowed by senior officials were done by Greenberg silently and he supplied the proof of doing something different to army officials (Jennings 19). This instance makes clear that Greenberg was a man who did not care about ethics. He had his own way of doing things which he himself wished to, and also maintained a pseudo personality ready to pretend that he is abiding by the rules. As such, under his leadership, the employees of AIG too developed this habit of fulfilling their personal interests and supplying wrong information and proof to the outside world that everything is under control. Moreover, culture at AIG was not one that placed greater emphasis on company’s mission. It focused on profits and growth first. Stakeholder wealth management principle came second. This is evident from the fact that AIG employees were paid bonuses and incentives for their excessive and unnecessary risk taking activities. Dazzled by short term gains and exponential growth, the company and top management overlooked what it owes to its investors, shareholders and stakeholders. Before any growth comes the benefit of people whose money is wi th the company. Rewarding system at AIG was crippled as it encouraged unethical risk taking endeavor of its overexcited employees of Financial Products Division. The corporate culture at AIG was developed into a form that had started taking undue advantage of its reputation and standing in the financial market. High-profile joint ventures, global outreach, revolutionizing business concept and astronomical growth in the beginning- all blinded the officials and employees at AIG to move ahead at lightning speed without conforming to the risk management rules and ethical compliance obligation. It did not offer complete disclosure of credit investment information, entered into risky ventures, came up with a host of derivatives and products and get itself engaged in deals and businesses which seemed lucrative superficially. Lack of transparency, complete disclosure and complex jargon of financial market mislead the public at large. This was all attributed to how employees at AIG were lear ning from its leaders, how their compensation plan was devised which did not account for risks but only unaccrued income. Lastly, stakeholder wealth maximization principle was totally lost from the corporate charter of the company. Ethical conduct of AIG executives Jennings (15) highlights multifarious unethical behavioral dimensions which lead to an ethical breach of duty. At AIG, these dimensions were numerous and have reached to a very high level- level which was irreparable and punishable. The executives not only

Sexual Abuse of Children Essay Example | Topics and Well Written Essays - 2500 words

Sexual Abuse of Children - Essay Example The four large scale factors aw self-report measures, improvement in other indicators of crime, administrative changes that have influenced decline, intervention strategies and programs. Other indicators of health status among American children and youth include rates of child abuse and neglect. While there is some controversy about whether the upswing in child abuse and neglect cases is a reflection of better reporting or of actual increases in cases, there appears to be a steady climb in the number of child abuse and neglect cases every year. The International Child Abuse Network: "Child abuse is the bad treatment of a child under the age of 18 by a parent, caretaker, someone living in their home or someone who works with or around children. Abuse of a child is anything that causes injury or puts the child in danger of physical injury" (Defining Child Maltreatment, n.d.). 'Sexual abuse' constitutes a continuum of activities which can range from flashing, exposure to pornographic material through inappropriate fondling to anal or vaginal penetration. On the other hand, just as feminists have sought to define rape as an act of violence, not a sexual act, it is right to remember that what is at stake in sexual abuse of a child is the expression of superior power rather than an inapposite sexual relationship. Sexual abuse is classless representing the expression of deep-structured inequalities - between men and women, between adults and children. Miller-Perrin and Wurtele underline that it is difficult to define sexual abuse "as all definitions are time- and culture-bound as well as direct reflections of the values and orientations of communities and societies at large" (Miller-Perrin, Wurtele, 1993, p. 3). According to statistical results, the vast majority of sexual abuse is perpetrated by adult males on girls. A standard definition of child sexual abuse is that it is the involvement of developmentally immature children and adolescents in sexual actions which they cannot fully comprehend, to which they cannot give informed consent, and which violate the taboos of social roles. It is somewhat redundant given what goes before, and it yokes abuse too closely to incest as traditionally understood (Jackson et al, 1991). Following Miller-Perrin and Wurtele, child sexual abuse "perpetrated by adults involves the exploitation of adult authority and power for sexual ends. This definition also includes children and adolescents as perpetrators if a situation involves the exploitation of a child by virtue of the perpetrator's size, age, sex, or status. It also includes experiences of physical contact between perpetrator and victim and those where contact may be limited or absent" (Miller-Perrin, Wurtele, 1993, p. 5). There were 669,000 reports of child maltreatment in 2005. By 2006, the reports were over 1 million, and in 2007, they had reached more than 2 million per year. Not only has there been a rise in the number of reports, but the type of injury has become increasingly serious, with a decline in the proportion of reports representing neglect and an increase in reports of sexual abuse and other serious maltreatment (the UK Statistics Authority 2008). . Each year, sexual abuse of children costs 4 millions pounds to the state (UK statistics Authority 2008). Area Child Protection Committees (ACPCs) provide the forum for joint working on child protection issues in the United Kingdom. Each ACPC must have

Strategic Human Resource Management - Assignment 1 Essay

Strategic Human Resource Management - Assignment 1 - Essay Example It is in this context that training and development is regarded as one of the important and valuable constituents of SHRM. Training and development not only supports an organisation to compete with its chief rivals, but also assist it to sustain in the 21st century competitive landscape (Lundy & Cowling, 1996). From a generalised perspective, it can be apparently observed that the role of training is to develop the performances of the entire workforce belonging to a specific organisation for smoothly performing their different assigned tasks or jobs. Conversely, it has been viewed that the role of development is to prepare the personnel of an organisation for conducting future responsibilities as well as functions in an effective manner (Torrington & et. al., 2011). The organisations belonging to this modern day context strongly believed that they can avail significant benefits from paying much attention upon the importance of training and development. ... Moreover, certain suitable recommendations will also be provided to the company for enhancing this particular field with the intention of maintaining organisational effectiveness. A Brief Overview of Cathay Pacific Airways Cathay Pacific is often regarded as one of the most dynamic international airlines in the global passenger and cargo airlines industry. Established in Hong Kong, the company currently deals with operations providing passenger along with cargo services to an excess of 110 destinations throughout the globe. The vision of the company has been to become one of the best airlines across the globe. The company was established in the year 1946. Since then it has been incessantly making substantial investments to drive advancement in the aviation industry of Hong Kong and also to enhance the business position of the economy as a local transportation hub. The airline company has been viewed to prioritise the aspect of SHRM functioning through training and development with th e motive of developing the performance of its entire workforce and thus preserve its operational excellence (Cathay Pacific Airways Limited, n.d.). In this similar concern, the airline company has been viewed to invest substantially on training and development with the intention of accomplishing its pre-determined business targets. The various business goals of the company might comprise enhancing profitability along with productivity, increasing market share and most importantly attaining superior competitive position over its chief business market contenders. Driven towards these objectives, the company realised the utmost necessity of emphasising more upon its training and development practices to engage

Legal opinion for formation of a public company Coursework

Legal opinion for formation of a public company - Coursework Example Before the company starts its business, it must have allotted shares whose minimum value should be at least 50, 000 pounds. A quarter of the shares should be paid up; this amounts to ?12, 500. For each of the allotted shares, up to the last quarter of its nominal value has to be paid up as well as any premium (Companies House, 2012). The other procedure in the formation of a public company includes the choosing of directors of the company. Several requirements have to be followed when choosing the company directors. One of the requirements is that the person should not be disqualified by law from becoming a director or be bankrupt. The maximum age of directors that was previously seventy years has been removed. During the formation of the company, the minimum age required for company directors is sixteen years. The directors of the company should then select few names (four) that are suitable enough and indicate the company’s objective (Companies House, 2012). One of the four names selected will become the main name while the three others have to be mentioned in their order of preference. The directors should then make an application to the registrar of companies to ascertain whether the selected names are appropriate. Once the names go through, the next step includes the drafting of the memorandum of associations and articles of association. The authorized share capital of the proposed public company should then be declared and be in line with the minimum paid up capital required in forming a public company. The next step involves filing a declaration and attaching the statement in lieu of the prospectus. Once the company is through with these steps, it will obtain a certificate that will enable it to commence business. Shares will be floated through an initial public offering, which states the price per share and the minimum and maximum number of shares that can be held by shareholders (Companies House, 2012). How the courts distinguish between contrac ts of service and contracts for services and the importance of this distinction. The law distinguishes between a contract of service and a contract for services. A contract of service refers to an agreement, which may either be verbal or written, implied or expressed. In this contract, a person makes an agreement employ another person as an employee while the employed person makes an agreement to serve the employer. An example of a contract of service includes an apprenticeship agreement or contract. On the other hand, contracts for services refer to independent contractors and sub-contractors. In differentiating between a contract of service and contracts for services, courts apply such tests as integration and control (Barendrecht 2007, p. 151). The test of integration looks at the extent to which the work of the employee may be said to be integrated into business. The control test explores the question on whether the employer can tell the employee what they ought to do. Other tes ts applied by the courts in the distinction between contracts of services and contracts for services include mixed or multiple tests. These tests question whether the agreement or engagement has wages, holiday pay, and sick pay. The courts state that these tests ask whether PAYE and PRSI are deducted. According to the courts, these multiple and mixed tests should also look at whether

Watergate scandal Essay Example for Free

Watergate scandal Essay In 1972, five burglars tried to break into the Watergate office building but were arrested at the crime scene by the police. The burglars were planning to enter and bug the Democratic National committee offices which were the Democrats headquarters. After investigations it was later revealed that the burglars were employed by the campaign committee for re-election of President Nixon. Furthermore, it came to be known that the Watergate incident was one of the spying and sabotage political campaigns conducted by President Nixon and his campaign staff (Lewis, 1972). The President and his campaign team were spying on the activities of the Democrats who happened to be their major political opponent. By spying on them they might be able learn the tactics or the methods they were using in campaigning and this will enable them to adopt new and better ways than those of the Democrats. Similarly, if the Democrats campaigning methods were better of than theirs they could use them earlier before the Democrats had a chance to implement them. Later, in 1973, after investigations were done two former officials of President Nixons campaign team, Liddy and McCord, were arrested and arraigned in court and convicted of bugging, burglary and conspiracy. More than 60 witnesses testified and about 100 evidence pieces were collected and used in the court hearing. In accordance to the testimony from the one of the witnesses, Liddy was given more than $332,000 by the deputy campaign director to carry out a spying operation. Liddy was found guilty of burglary and conspiracy and was sentenced to 35 years imprisonment and fined $40,000. McCord was found guilty of burglary, conspiracy and attempted bugging and was therefore sentenced to 45 years imprisonment and fined about $60,000 (Meyer, 1973). The scandal led to the resignation of two White House aides and the attorney general. The President accepted their resignations and proceeded to fire the counsel of the White House. By accepting their resignations the President was attempting to conceal his involvement in the scandal and was trying to avoid the occurrence of another scandal by firing the Counsel of the White House. The president goes forward and creates a committee to investigate the Watergate scandal and prosecute the suspects (Stern Johnson, 1973). In a televised interview, President Nixon declared himself to be clean of any involvement in the Watergate scandal. He goes on to say that he never profited from the Watergate issue and did not obstruct justice in any way while performing his national duties. At the White House, the President recorded all his conversations in tapes and hence any information about Watergate scandal discussed in the White House must have been recorded and saved in the tapes. This therefore made him refuse to reveal the tape recordings since they might contain some information which could destroy his presidential career. However, in spite of him refusing to provide the tape recordings, to ensure his innocence, he promised to provide more evidence through documents and tapes and even give more details about his financial accounts. The President went forward to accuse the Democrats for conspiring to remove him from office because he had refused to boost their high support prices. Consequently, he admitted for not supervising his campaign staff adequately thereby leading to the Watergate scandal. During the televised speech, the President was noted to be nervous and was even misspelling some of his words but he still managed to control himself and plead his innocence (Kilpatrick, 1973). In spite of President Nixons plead for innocence, all activities done by his campaign team needed his consent, and hence they is no way his campaign team would get involved in an illegal activity without him knowing. In addition, his Chief Campaign Director must have been notifying him daily on the progress of the campaign and hence there is no way he was innocent. Students protest in the 1960s The needs and problems experienced by students are usually common in peer groups and communities. In campuses, the students of the same peer group are brought together to learn and hence gain knowledge. The campus environment provides a good place for the development and formation of organized groups since the students are given relatively much freedom and have enough time. In campuses, students use to participate in social activities depending on their culture or race. Groups were therefore formed according to race or culture. Students of the same culture will usually experience similar problems and thus have similar ways of solving the problems. By organizing themselves in cultural groups the students were therefore able to mobilize a large number of people for protest. During the years of 1960s there was racism, poverty and the war in Vietnam and this led to much student activism. Even though racism was not something new in America, the learning institutions perpetuated it thereby leading to protest by the black students since they could not tolerate it any longer. In colleges, the students are supposed to interact well with the learning environment for them to learn but with much racism they cannot interact well and this become a barrier to learning. For instance, in some cafeterias black students were not allowed to eat and in some colleges they were not allowed to vote (Churney, 1979). Furthermore, the war in Vietnam made students to form anti-war movements in order to stop the government from participating in the war. Because of the war many soldiers lost their lives and the newspapers were keen in reporting the number and even the names of the soldiers who had lost their lives. In addition, there was much poverty experienced by the community and the government was reluctant in solving the problem. Poverty was affecting the students adversely thereby becoming a barrier to learning. With education, the students acquired knowledge and were therefore able to find protest as a way of solving their problems. Reference List Churney L. (1979). Student protest in the1960s. Retrieved May 27, 2009 from http://www. yale. edu/ynhti/curriculum/units/1979/2/79. 02. 03. x. html Kilpatrick C. (1973, November 18). Nixon Tells Editors, Im Not a Crook. Washington Post. p. A01. Retrieved May 27, 2009 from http://www. washingtonpost. com/wp-srv/national/longterm/watergate/articles/111873-1. htm Lewis A. E. (1972, June 18). 5 Held in Plot to Bug Democrats Office Here. Washington Post. p. A01. Retrieved May 27, 2009 from http://www. washingtonpost. com/wp-dyn/content/article/2002/05/31/AR2005111001227. html Meyer L. (1973, January 31). Last Two Guilty in Watergate Plot. Washington Post. p. A01. Retrieved May 27, 2009 from http://www. washingtonpost. com/wp-dyn/content/article/2002/05/31/AR2005111001234. html Stern L. and Johnson H. (1973, May 1). 3 Top Nixon Aides, Kleindienst Out; President Accepts Full Responsibility; Richardson Will Conduct New Probe. Washington Post. p. A01. Retrieved May 27, 2009 from http://www. washingtonpost. com/wp-dyn/content/article/2002/05/31/AR2005111001235. html

The supernatural aspects of Macbeth Essay Example for Free

The supernatural aspects of Macbeth Essay In my essay I am going to be writing about the Supernatural aspects of Macbeth. I will be referring closely to Act 1 Scene 3, Act 1 Scene 5 and Act 4 Scene 1. In Shakespeares day people were obsessed with witchcraft. Shakespeare added supernatural elements to the play to grab the audiences attention right from the beginning. This includes opening (Act 1 Scene 1) Macbeth with three witches, with immediately establishes the influence of the supernatural. They are discussing where they will meet Macbeth to tell him his future. In Act 1 Scene 3, the three witches are talking about the death of a sea captain, whilst waiting for Macbeth. Macbeth arrives with Banquo, and each of the three witches has something different to tell Macbeth. The first witch says All hail, Macbeth, hail to thee, Thane of Glamis! , the second witch says All hail, Macbeth, hail to thee, Thane of Cawdor! , and the third witch says All hail, Macbeth, that shalt be King hereafter! Macbeth is very confused and begins to question what the witches had said to him. Then, the three witches disappear. This would have caused a gasp in the audience in Shakespeares day because of the Supernatural phenomena. This basically means that the witches can tell the future, and this scares the audience. In Act 1 Scene 5, Lady Macbeth receives a letter from Macbeth, telling her of the witches predictions. She is a very ambitious woman and will make sure that the prediction will be fulfilled. When she hears that King Duncan is on the way to the castle, she calls upon the evil spirits to help her carry out the murder of King Duncan. She says; Come, you spirits that tend on mortal thoughts, unsex me here and fill me from the crown to the toe top-full of direst cruelty! Make thick my blood; stop up the access and passage to remorse, when she says unsex me here, she is asking the spirits to take away her femininity because she wants to have the strength of a man. She also says Stop up the access and passage to remorse which means she is asking the spirits to take away the emotion guilt so that she cannot feel bad about what she has done or have doubts. A Shakespearean audience would find this part of the play very shocking because this was probably the part of The Supernatural that they knew least about. In Act 4, Scene 1 the witches are preparing a cauldron whilst waiting for the arrival of Macbeth. Hecate (The head witch) comes to make sure that all is ready whilst the other witches seal the charm/spell. Macbeth then arrives commanding the witches to tell him what he wants to know. If you asked people in the modern day what a common thing for a witch to say is, they would most probably say Double, double toil and trouble. Shakespeare added this to the play because he knew that it would leave an effect on the audience. The witches show Macbeth four apparitions. The first apparition is a Helmeted Head, which warns Macbeth to be cautious of Macduff. The Second apparition is a child covered in blood, which tells Macbeth that no man born from woman can harm him. The third apparition is a child crowned with a tree in his hand; this tells Macbeth that he is safe until Birnham Wood moves to Dunsinane. The fourth and last apparition, is a show of eight kings, the last with a glass in his hand; Banquo following. This shows Macbeth that Banquos descendants will be crowned king. This means that the witches were right because it comes true at the end of the play. On a modern stage, Macbeth would be shown with a lot of electrical sound effects, lighting, smoke machine ECT. But in the Shakespearean day, there wasnt anything like that so people would have to create their own sound effects, and have to wait until a certain time of day to set the scene. In conclusion, there are many supernatural aspects to Macbeth. This leaves the audience is left confused whether the Supernatural is real or not and have to make up their own minds. Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE Miscellaneous section.

Barclays Organizational Behavior

Barclays Organizational Behavior Organizational behavior is a study that looks at the individuals, employees, and how management teams behave and interact within the organization in a workplace setting. OB is therefore an interdisciplinary field that comprises communication, sociology, psychology, and management.  The key issues that influence organizational behavior include; organizational change, corporate culture within the industry, organizational development, and customer expectations that usually shape the organizational values. This research paper tries to explain the basic but vital principles of organizational behavior in order to equip the management teams with adequate theoretical knowledge regarding essential concepts necessary for the efficient and effective management their work, and to understand some of the concepts and challenges related to the management of behavior in organizations. This is done with focus on Barclays bank, to identify the correlation between employees and the organizations in w hich they work. The research methodologies adopted are online questionnaire, interviews, and the use of observation of the operation of Barclays bank employees. There is an increase in the drive by companies to develop mature organizational behavior and culture, owing to the perceived benefits and success associated with it that companies enjoy. Key words: Organizational behavior Organizational Behavior Research on Barclays Bank This paper seeks to analyze the organizational behavior adopted by Barclays bank across the world. Barclays PLC is a British multinational banking and financial services company, which is headquartered in London, United Kingdom. Barclays PLC operations in over 50 countries across Europe, Asia, South America, North America and Africa including Kenya, with a total number of customers exceeding 48 million globally and the fourth-largest bank worldwide by asset (Business.barclays.co.uk, 2013). Barclays is organized in two business clusters, (1) the corporate and investment banking and wealth and investment management and (2), retail and business banking. The corporate and investment banking and wealth and investment management cluster covers three business units: the corporate banking; Investment banking; and Wealth and investment management, while the retail and business banking cluster involve four business units that include Africa retail and business banking; Barclaycard; Europe retail and business banking; and UK retail and business banking (Business.barclays.co.uk, 2013). Most subsidiaries of Barclays PLC operate under Retail, Corporate, Treasury and Card Services with cross functional relationships to support the segments of local business and small to mid-sized enterprises (SME). Barclays financial strength coupled with extensive local and international resources have positioned Barclays as the top provider of financial services in the market for the past several years. Moreover, Barclays consistent financial performance has built confidence in their leadership and management among the Banks shareholders, as well as the indus try in general making it an easy go brand. For example, the Kenyan subsidiary known as Barclays Bank of Kenya Limited has been in operation for 95 years, and has consequently built an extensive network of 117 branches and over 230 ATMs countrywide (Business.barclays.co.uk, 2013). The network is supported by Internet and mobile banking channels plus a Customer Service Centre that operates 24 hours a day, 7 days a week. The multinational nature of Barclays bank and the diverse clusters operating in different business environment globally present different challenges to the bank that are related to the industry environment. Similarly, Barclays bank in this regards is influenced by both local and international industry environment since decisions made at the international regions have a direct bearing on the operation of other subsidiaries around the world. The bank draws its employees across all nationalities, races, and cultures as a result of the increasing globalization and interconnectivity where people from different nationalities are hired to work far away from their countries of birth bringing with them different values, norms and cultures. To deal with this, Barclays bank has successfully managed to develop workable and standard organization behavior and culture that that cuts across the nationalities to ensure harmonious operations. Organizational Behavior Principles The success of multinational organizations is dependent upon the organizational behavior principles adopted and applied in the respective subsidiaries. The OB principles that re relevant to this study are customer responsiveness, personality and organization, work motivation, job satisfaction and reward management, communication, change management and leadership. Customer Responsiveness Being that Barclays operates in a service industry; their success is fully attributed to the quality of service and the fast level of responsiveness when handling customer queries. One of the values adopted by the bank is the declaration that customer first, to mean that customers must be attended to first before anything else. This has become part of the organizational behavior, making the bank to strengthen their customer service department by ensuring that all employees handling customers are well trained to offer quality service within the shortest time possible. Every one including the management team is oriented to treat the customers as the boss in all circumstances. Customer responsiveness is also achieved through product diversification to meet the demands of all groups of customers irrespective of their socio-economic status. This is much evident through the introduction of flexible and diversified credit card products commonly known as Barclaycards that match different needs. The market and customers expectation has been modeled to demand flexible and cheaper cards that match diverse needs of the members (Barclays.co.uk 2013a). For example, Barclaycard being the first credit card provider in Britain offers a range of quality products that match the need of all customers including those who require competitive interest-free product, or those in need of first credit card at competitive rates. Similarly, there are low standard-rate credit cards that are preserved for clients with excellent credit histories. This range of product ensures there is a suitable product for every category of customers. It is what is missing in HSBC that needs to be pr ovided to ensure that customers satisfaction are met, corporate communication, group behavior, human decision making. Personality and Organization To develop a good organizational behavior, the management need to understand personality of employees in order to develop a workable interaction model within the organization. Personality involves characteristics, qualities, skills, and competencies of employees, combined with other traits such as grooming and attitude. Personality in most cases is influence by the environment and the social settings. However, there are particular universal characteristics which always emerge in individuals that are acceptable across the board. For example, customer service executives are expected to be aggressive, humble and respectful, have a listening ability, assertive and welcoming. These traits, thoughts, and feelings should be translated into visible behavior that can attract and retain the customers. Communication Clear communication within the organization is very important since it is essential in inculcating common objective. Failure in communication can result when clear purpose is not conveyed or when the message is distorted along the channel of communication followed. Communication setting can also bar clear conveyance of information as a result of unclear chain of command. Some of the barriers of effective communication may include assumptions by the sender who ignores parts of the information to be relayed, preconception among the receivers and biases in delivery. It is therefore imperative for the organization to develop communication culture as part of the organization behavior (Ashraf, 2012). Such culture clearly stipulates the chain of command of communication, communication channel and generally the type of language to be used in any delivery of information, which must strictly be official. Everyone including the management must communicate well with all people within the organiz ation irrespective of being subordinates. This will instill respect and accurate execution of the command as clearly outlined. Clear communication also plays a major role in the satisfaction of customer demands and to provide all the information needed by the customer for decision making Work Motivation Full compliance to the organizational culture and behavior is also influenced by the level of motivation among the staff and the entire workforce. Motivation brings the intrinsic urge to perform at work place, and is connected to the psychological and emotional well-being. The level of motivation among the staff within the organization therefore, activates behavior or an urge that is directed at a goal (Ashraf, 2012).This means that for the organizations culture and behavior to be adhered to at all times, the management need to develop a highly motivated staff that understands and fully embraces the values of the organization. To achieve the work motivation that has direct impact on productivity, several factors can be adopted as part of organization culture to encourage competition among the employees towards production. Some of the factors include; Job Enrichment: Jobs need to be designed to offer opportunities for responsibility growth, achievement, and recognition for good performance. This involves providing challenging responsibilities that fully engages the employees through greater utilization of skills and offers opportunity for personal development. Flexi time: This concept is meant to allow employees to occasionally control their work schedule, such that they decide which work to start with (Ashraf, 2012). This system makes employees more responsible and accountable, and eliminates the general feeling that they are micromanaged to perform. Empowerment: This involves giving employees authority in their area of operation to make decisions and be able to resolve their work related problems without approval from the management. Employees stock ownership plan: this method has become a key tool in attracting, retaining, and motivating workforce in business organizations. The system allows employees to own the companys stock to be part of the stockholders and as part of their benefit package. This motivates employees work harder and protects the organization since their service directly impacts the performance of the company. Low employees productivity means lower value of the stock prices. This strategy was adopted by Equity Bank, which is currently the fastest growing bank in the sub-Saharan Africa, thus should be adopted by market leaders like Barclays bank. Job Satisfaction and Reward Management Organization behavior should be one that promotes job satisfaction, which is the employees overall attitude towards their jobs. It is the fulfillment an employee develops after evaluation of a job or job experience. Job satisfaction can be derived from a number of features such as the amount of pay, promotion opportunities, the work itself, supervision, conducive work environment, and relationship with co- workers. Every organization should therefore create a standard organizational behavior that includes employee promotion on merit, professional supervision, and standard remuneration of employees based on productivity and job group. Although different people may derive satisfaction from different features, the most common elements are as mentioned above and a wider approach to improve job design, work organization and general quality of life. In addition to job satisfaction, effective reward management needs to be developed that fairly recognizes employees efforts to reinforce produ ctivity or adherence to organizational values and behavior standards. Usually, in case peoples good behavior are effectively recognized or rewarded through any means, the desired behavior is usually repeated. Organizations such as Barclays in this regard need to consider designing a standards reward system that is sustainable to the business and make it an organizational culture and behavior promotion tool. Leadership This involves controlling and directing individuals, groups and subordinates within the firm. It includes hiring, training, guiding, and assessment of processes in order to achieve the best performance from employees. Organizations that succeed in their operations usually maximize on the talents and energies of their employees (Ashraf, 2012). This is because such firms develop competitive advantage against their rivals as a result of maximum production. Due to the fact that employees are vital resource to the achievement of the organizational goals, managers should be careful on how they interact and handle their subordinates. This means that managers who are knowledgeable and skilled in organizational behaviors are likely to effectively and efficiently manage their teams and influence them to fully support the companys goals. Different leadership styles such as autocratic, consultative and free will may be adopted depending on the situation (Locke, 2009). Organizational behavior in relation to the leadership style adopted in all the management levels is very important to the success of the organization. The management structure adopted by Barclays bank is usually the vertical line where top management that comprise CEO and the board of directors issue directives that are implemented at the middle and lower level. However, before the decision is communicated downwards, consultation at the tactic level of management takes place, involving the finance department which is responsible for the strategy development process, driving business performance and financial control across Barclays Africa. Other management functions include human resource, operations, consumer banking, risk management, corporate banking, treasury services and card business departments. This also includes the personnel in each of the departments. It is important for organizations to note that decisions made collectively are often easier to implement than forced decisions. Whereas different leadership styles can be adopted in different situations, organizations mindfully need to create a leadership culture that has clear distinction of roles and clear definition of responsibility to enable efficient flow of duties. Leadership must be concerned and emphasize on peoples issues just as the organizational issues (Locke, 2009). Employees are very important resource that must be valued if the organization is to succeed, thus their complaints must be addressed well without ant victimization from the leadership. Organizations must therefore adopt leadership behavior that respects the employees, treats them fairl y in order to improve their attitude towards work and the firm in general. Theoretical Framework Organizational behavior refers to the study of groups and individual dynamics within an organization, as well as the nature of the organizations. The interaction between human resource and the organization and the interaction amongst employees themselves usually bring several factors into play and in turn define the organizational behavior. Presently, different people with diverse cultural values and backgrounds work together in different institutions. Organizational behavior in this respect seeks to bring an understanding and emphasize the acceptable behavior in organizations in orders to develop competencies and standards in which people likely to behave. These finding are therefore, to assist in controlling behaviors that go against the regulations and objectives of the organizations. Equally, it is significant to note that in an organization, the social system comprises all the people, considering how they relate to the rest of the world. Normally, the behavior of one person has impact on the behavior of others either directly or indirectly. Culture refers to the conventional behavior of a society that comprises knowledge, beliefs, customs, and practices and people depend on culture since it guarantees them understanding, stability, security, and the ability to react to a given situation. It shapes human behavior, even if not fully embraced. In an organization set up, people fear change in culture and behavior for fear instability, and loss of security. The operation of organization is usually based on the managements philosophy, vision and mission, values and goals that guide employees. These consequently define the organizations culture or behavior, which is composed of the formal and informal organizations, and borrowed from the social environment. The organizations culture determines the type of leadership adopted, communication channels and chain, and group and individual dynamics within the organization. Existence of such working environment, culture, and behavior becomes a motivating factor to the workforce, leading into high performance, individual and group satisfaction, and personal growth and development. The combination of these elements constructs the framework that guides the operation of the organization. Research Methodology The choice of research methodology to determine the organizational behavior adopted by Barclays bank was depended on the objectivity, reliability and sustainability of the method based on the environment and nature if the industry. To clearly meet the purpose, three methods were used alternatively to determine the employees feelings concerning the organizations culture and the customers feelings on whether the organizations behavior is suitable in the service industry. Online questionnaire was used to collect data from 25 employees in different ranks within the organization equally distributed from the middle management to the cleaners through clerks. This was after securing their email addresses, having that time constraints could not allow them to adequately respond to interview questions. Face to face interview was also used to specifically interview 15 randomly selected walk-in customers from across socio-economic class and age bracket with an intention to gauge if they were sati sfied with the reception and service they received from the bank staff. Their feelings on the general arrangement within the banking hall and personal grooming of the staff were also sought. Finally, observation was used to monitor staff response to customers enquiries and the speed of service. This observation was done during my routine visit to the bank to carry out transactions. The structured online questionnaires were filled by the respondents at their convenient times. Prior to the collection of data, authorization was sought from the bank management, who in turn briefed the security agencies for the days the data were collected. This arrangement was done silently without notifying the staff members to ensure that the data collected in not skewed when employees try to conceal their right attitude and behavior. It is also important to note that more information about the profile and background of Barclays bank was sought from the banks website. This gave a clear understanding of the banks operations and the actual values, vision, mission, culture and the organizational behavior that the bank stand for, to be used gage the level of compliance by the employees. Results and Findings According to the online questionnaire survey that was filled by 25 randomly selected Barclays bank employees from across the socio-economic class and age bracket, most respondents especially the non-management staff who responded to the questions as indicated in the appendix section of this paper disapproved the organizations culture and behavior, while most of those in management positions approved the organization behavior. One of the reasons for disapproval is that management was authoritative in decision instead of being consultative and felt that their views are not accommodated in the running of the system. The interview that involved 15 customers sought to know their view on Barclays banks organizational behavior. The analysis found that 90% or the customers interviewed were satisfied by the arrangement of counters and service points inside the banking hall. Similarly, an overwhelming majority of 14 customers were of the opinion that the official dressing as part of their behavior was commendable and should continue, while only 1 felt the type of dress was not concern. The observations made also confirmed the values of the bank as they are in the mission statement. The declaration that customer comes first in their list of priority was evident, especially in relation to how customers were ushered in and allowed to sit while awaiting to be served. Are Organizations Behavior principles applied in Barclays Bank? The principle of effective reward management is partially applied in the bank based on the findings. Most junior staff complained that the difference in salary bracket between the management, the clerks, and other staff members such as cleaners was very big. It showed that management teams are paid much higher than the rest, thus the feeling that effective reward system be adopted. One area reward that if fully implemented is on earning of bonuses at the end of the year and the yearly increments according to the collective bargain agreement. This is however dependent on individual performance as indicated by the balance score card assessment sheet. Employee recognition based on particular achievements is done within the banks, both formally and informally. As indicated in the principle above, reward is a tool that reinforces good behavior. According to the management, several staff members are given recognition cards for being best communication agents, best time managers, and best i n minimizing the wastage of papers. This reward system needs to continue since it encourages other to work harder to earn bonuses at the end of the year after meeting their yearly targets and receiving nomination cards that improve profile for future promotions. One the standard sustainable reward behavior is adopted; all sectors are covered without discrimination. This research found out that measuring job satisfaction has been a challenging process to most managers. Based on the determinants of job satisfaction such as amount of pay, promotion opportunities, the work itself, supervision, conducive work environment, and relationship with co- workers, several employees, several employees are not satisfied with their jobs, either because of the perception of inequality in the pay structure, the management being too authoritative and the generally routine nature of the jobs that offer little opportunity for personal growth. Customer responsiveness is a principle that is fully applied in the entire Barclays bank. Based on their value that makes customer first, it was evident through the observation that customers were well received, advised, and served within the shortest time possible. Whenever a customer walks into the bank they are advised by the customer care representative on which counter to go to for the desired service. This was also confirmed by the customers themselves who said that they are satisfied with the manner they are handled by the bank staff. Customer responsiveness is also proved by the diversified products offered by the bank that are meant to meet the demands of all customers in all socio-economic groups. The most outstanding product line is the Barclaycard that covers all needs from low interest to low interest cards, as well as those meant for students. Barclays bank personnel composition is composed of top level management that involve the CEO and the Board of directors at the local level, middle management including the branch managers and operation and departmental managers and the lower level staff including clerks and sales representatives. Leadership is in this case is well structured with very clear chain of command from the strategic level to the regional directors and to local subsidiary branches (Business.barclays.co.uk, 2012). This has clearly assisted in separation of responsibilities and entrenched accountability systems within the management. In the recent economic recession, the bank recently adopted restructuring that saw several employees lose their jobs and adoption of the system where junior staffs like the clerks, cashiers are employed on a contract basis in most subsidiaries. This is a human resource policy, accompanied by lower remuneration structures led to mass exodus of staff. Conclusion and Recommendations This research paper looked at the organizational behavior adopted by Barclays PLC, which is a British multinational banking and financial services company with its headquarter in London, United Kingdom. Barclays PLC operations in over 50 countries across Europe, Asia, South America, North America and Africa including Kenya, with a total number of customers exceeding 48 million globally and the fourth-largest bank worldwide by asset (Business.barclays.co.uk, 2012). Organizational behavior is concerned with how individuals, employees, and management behave and interact within the organization in a workplace setting. It is an interdisciplinary field that comprises communication, sociology, psychology, and management. The key issues that influence organizational behavior include organizational change, corporate culture within the industry, organizational development, and customer expectations that usually shape the organizational values. Organizational Behavior Principles are also very i mportant since they guide companies in setting their organizational behavior standards. This paper has discussed customer responsiveness, personality and organization, work motivation, job satisfaction and reward management, communication, change management and leadership as major principles of OB. The methodologies employed in this study are online questionnaire filled in by employees, face to face interview of customers and observation methods. The observation methods were instrumental in monitoring how the staff receive, address, and serve customers if within the organizational behavior standards. These methods were selected based on their objectivity, reliability and sustainability of the method based on the environment and nature if the industry. To clearly meet the purpose, the three methods were used alternatively to determine the employees feelings concerning the organizations culture and the customers feelings on whether the organizations behavior is suitable in the service industry. The study found that most of respondents especially the non-management staff who responded to the questions as indicated in the appendix section of this paper disapproved the organizations culture and behavior, while most of those in management positions approved the organization behavior. Recommendations The success of organizations is dependent upon the organizational behavior principles adopted and applied in the respective subsidiaries. The OB principles that are relevant and should be adopted by organizations include customer responsiveness, personality and organization, work motivation, job satisfaction and reward management, communication, change management and leadership. In order to develop a good organizational behavior, the management needs to understand personality of employees in order to develop a workable interaction model within the organization. Personality involves characteristics, qualities, skills, and competencies of employees, combined with other traits such as grooming and attitude. Personality in most cases is influence by the environment and the social settings. However, there are particular universal characteristics which always emerge in individuals that are acceptable across the board. For example, customer service staff members are expected to be aggressive, humble and respectful, have a listening ability, assertive and welcoming Every organization should therefore create a standard organizational behavior that includes employee promotion on merit, professional supervision, and standard remuneration of employees based on productivity and job group