Organization Behaviour
1 Task 2 - Analyse the scenario
Motivation is the force that drives people into action and encourages them to exert more effort towards carrying out something. Employees who are well motivated are more comfortable and will have feelings of happiness and fulfilment. Johansson and Heide (2008) points out that besides, being well motivated workers tend to produce high-quality results and are more productive than their counterparts. In the case study, the workforce is less. They are overwhelmed in the course of their duty. They are not able to work overtime because their terms of service are contractual. The terms of their contracts as well as being overwhelmed has reduced their motivation and commitment to the organization.
Herzberg introduced a new way of looking at employees and argued that various factors motivate employees in the organization (Smerek & Peterson, 2007). He came up with a theory that concerns motivation and commitment of employees to their role. His approach, known as dual factor illustrated that some elements in the organization improve job satisfaction among the employees while we have others that cause employees to feel less satisfied. According to Smerek and Peterson (2007), Herzberg concentrated on two factors that motivate employees. These factors were hygiene and motivators. Hygiene factors are related to extrinsic and encompass aspects such as wages, organization’s policies, and supervision. These factors do not directly contribute to higher motivation or positive satisfaction among the workforce. Waheed and Teck-Hong (2011) points out that, on motivators, Herzberg pointed factors such as employee’s personal growth, recognition, employee involvement in decision making and employee participation in challenging tasks. These factors are intrinsic in nature.
Similarly, Adams came up with a theory to illustrate how motivation contributes significantly to employee’s performance (Al-Zawahreh & Al-Madi, 2012). Adam’s showed that when employees feel they have been fairly treated, they feel motivated, however, when they feel that they have been unfairly treated, they feel de-motivated and disaffection. This aspect has a direct consequence on the productivity of the organization. According to Tudor (2011), equity theory goes beyond the employee and encompasses workplace factors that directly influence motivation. It achieves this aim through comparison. For example, the theory demonstrates that when an employee compares himself with others and observes that the judgment or results are fair, they feel motivated. Conversely, when they find the results are unfair or unequal basing on the same measurement scale, they feel un-motivated (Tudor, 2011). Motivation plays a central role in performance of an employee. It sparks creativity which is very essential in assisting an organization achieve its goals and objectives.
Various factors highly motivate employees. These factors contribute to efficiency and productivity of the whole organization. Also, employees feel motivated through better communication with their managers. When employees feel that there is an atmosphere of consultation in regard to their roles and responsibilities with the managers, they tend to perform better also they are likely to give feedback when given the chance (Kaur, Aggarwal & Khaitan, 2014). Employees are responsive to managers when they are given a conducive working environment. They tend to be open in communication.
1.1 Team Dynamics
Teamwork plays a significant role in the workplace environment. It influences the direction of the organization and its processes (Mawhinney, 2011). In an organization, a team is composed of employees who possess different values, experiences, and abilities. These aspects do not usually change, but they cultivate a process that is easier for managers to encourage organization in a positive direction. A balanced group promotes diversity at the workplace. It develops values that pertain to teamwork. Thus, the benefits team members possess help the organization reduce conflicts emanating from a diverse workforce. Pollock (2009) illustrates these aspects as communication barrier and prejudice among employees. Therefore, managers need to generate a formula which they can use to exploit individual’s potential when dealing with underlying issues with the organization employees.
Teamwork enhances productivity on employees; to managers, it allows them to understand behavioural change and fosters respects for subordinates (Pollock, 2009). In addition, cooperation by team members increases awareness and the sense of appreciation for the broad goals of the organization. To managers, the diversity of the team lays the basis for conflict resolution and as an arbitration center. In other words, by embracing team spirit in an organization, any conflict can be resolved without consulting the human resources department (Nafukho & Yeager, 2012). Also, team activities provide intuitive and influence decision making. This provides the manager with the appropriate requisites for handling challenging and complex issues.
The shared goal that teams encompass contributes to a strong work ethics in an organization. Taylor and Hansen (2005) point out that teamwork in an organization projects a strong message that the establishment holds onto high values and pride. This, therefore, shows that the team deeply believes in the activities it carries out in the marketplace. Work ethics, it is acknowledged, do place responsibility and commitment on whatever any organization sets out to do (Nafukho & Yeager, 2012). It is imperative for the manager to have common team values to get the best of the workforce.
An organization with strong adherents to team spirit reduces management bias in various aspects. For example, an organization will embrace promotion based on merit (Hughes, 2012). The equal composition of team members from different diversities and backgrounds is a source of motivation to the employees. This is because every employee in a team stands a fair chance of making decisions in a team oriented environment.
Conversely, lack of teamwork among employees in an organization is detrimental to its activities. It is not only harmful to encouraging productivity, but it also hinders the company’s global competitiveness. When the team spirit fails to promote cohesiveness, the organization uses hefty bills in solving conflicts through arbitration process (Lauring & Selmer, 2012). In addition, the incoherent workforce is less motivated, productive, innovative and overly expensive to maintain. Thus, inappropriate training might widen the difference by fuelling animosity and tension. Such a move would water down the good intention aimed at helping an organization attain its goals.
1.2 Premise 3: (Communications) the reason why I am saying this is because:
Communication plays a key role in a global business environment. Being a global communication and logistics company with international presence in Australia, effective communication will play a fundamental role in improving efficiency. According to Qian and Daniels (2008) a firm’s communication strategy opens a door for participation in the international markets. However, such participations are often laced with cultural diversity. Cultural diversity affects employees directly, and if not carefully handled, it may affect the firm’s production capability. This is because cultural diversity encourages animosity among workmates, violates human rights, hinders creativity and compromises team performance. Thus, the manager of Global Communication and Logistics Company in Australia should understand the cultural diversity of his employees so as to serve as a management tool that can ultimately enhance communication with a diverse workforce in the organization.
Gatti (2011) points out that Australia has a large population of immigrants; hence, there is increased cultural diversity termed, multiculturalism. Communication in a multicultural society can either contribute positively to the transformation of the organization or not. According to Bakar and Mustaffa (2013), multicultural can be divided into the host or dominant culture, minority culture and subcultures. The host culture is the mainstream or dominant culture in the society. The dominant culture is the group that controls the key institutions such as; political, religious and educational among others within the culture. The dominant culture has a notable influence on the perceptions, communication patterns and norms of the society. The minority culture is the smaller culture(s) within the host culture. Subcultures are groupings based on; age, religion, disability, social class, sexual orientation, race and ethnic differences in the society (Zerfass & Sherzada, 2015).
These subculture groupings influence identity, values, beliefs, language and aesthetics. In such a diversity work environment, the manager needs to understand communication etiquette of diversity will help the company achieve cohesive work ethics among employees with a different religious background, sexual orientation, gender, and age. With increased globalization and induced migration; hiring, retaining, and motivating employees require financial incentives, moral support, and a sense of belonging (Hazlett, 2008). Hence, fostering a system that accommodates these diverse orientations promotes; productivity, creativity, and preserves work ethics in any organization.
In intercultural relations, people view other based on their cultural norms, and this can be a hindrance to an organization’s inclusive policy and diversity management. It causes social isolation and discrimination (Malmelin, 2007). The manager should endeavor to understand the cultures of its workforce understand their customs and their way of life. This will foster acceptance among people of difference cultural backgrounds and strengthen intercultural communication within employees and the organization (Ravazzani, 2016).
Social isolation and prejudice in an organization environment can be averted by recognizing and respecting different customs and beliefs of diverse cultures. Employees in the organization need to develop knowledge of understanding of the different cultures. Employees also need to be motivated to accept cultural differences and avoid negative judgment towards others (Terry, 2009).
2. Recommendations
Proper management of this case requires an elaborate plan on the part of the organization. The table below summarises what the organization ought to do to improve the situation and boost its performance.
References List
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