Organizational Behavior: Personality, Motivation, Team Dynamics & Power Analysis Sample

Organizational Behavior: Personality, Motivation, Team Dynamics & Power Analysis Assignment

LO1 Reflect on own personality and perceptions

P1

Personality traits and characteristics may significantly impact methods of management and business effectiveness. Some characteristics of personality may have a beneficial as well as detrimental impact upon an organisation. as was the case with Henry Latour and his position as the company's creator and leader below described are the positive and negative effects.

Henry's creative thinking, which results from his education in physics and engineering, is a component of his character that is favourable. This quality enables him to promote an innovative workplace culture that drives Research and Development (R+D) activities and results in the creation of distinctive, specialised goods. This might provide Latour Precision Engineering an edge over others and aid in the growth and achievement of the business (Ülgen, 2016).

Nevertheless, Henry's aversion to conflict has an adverse outcome as well. Proper interaction and resolution of conflicts within the workplace may be hampered by this character trait feature. Henry's aversion of disagreement might delay swift resolutions and heighten tension among the teams especially the instance of the escalating dispute among the Sales and Marketing team and the R+D group. As a consequence, there may be less cooperation, stressed interactions at work, and perhaps even detrimental effects on the efficiency of the entire firm (Cavaliere, 2021).

It is essential for Henry to be aware of these characteristics and the consequences they have so that he may create plans to maximise his advantages simultaneously resolving any potential disadvantages. Henry can increase workplace harmony and productivity, which will boost company efficiency, by promoting dialogue and handling issues pro-actively.

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P2

Recognising the value and significance of one's character and perception in the context of Latour Precision Engineering will assist Henry Latour enhance his interactions with his staff and create a more pleasant place to work.

Individuals' interactions with others as well as decision-making are influenced by their personalities . Henry is better able to adapt his approach to leadership to the distinctive needs and tastes of his staff members by acknowledging the variety of characters present inside his company. Better interaction, more work happiness, and more engagement among workers may result from this. For instance, if Henry is aware that certain staff members favour informal interaction and others possess a more participatory style. Disputes, disagreements, and misconceptions can result from various points of view (Mihaela, 2019). Henry must consider how his choices and conduct will be seen by his staff. Henry may learn how his managerial methods and choices are viewed by others by actively looking for input and promoting open communication. He can then make changes that are needed to match his objectives with the intended outcome. Henry can create a productive workplace that values cooperation as well as respect between employees by appreciating and recognising personality and perspective. He is able to use his staff's skills and preferences, improving team chemistry and productivity in general, thanks to this insight (Tok, 2019).

M1

For the reason of impacting and enhancing management connections, especially in the framework of Henry Latour and Latour Precision Engineering, it is crucial to challenge one's own viewpoints, characteristics, and characteristics. Henry may avoid being too set in his opinions and remain receptive to other points of view by proactively questioning them. This openness to taking into account other viewpoints helps him to have productive conversations with staff members and promotes an inclusive and respectful working atmosphere (Ristic, 2014). Henry may arrive at better judgements and promote creativity inside the company by accepting other points of view. It also helps one develop themselves personally to challenge one's own viewpoints and personality traits. Henry can pinpoint where he can improve his management abilities by asking for input from staff members and by being receptive to helpful criticism. His devotion to continuing his own professional growth not only strengthens his connections with his managers but also encourages his staff to do the same (Akmal, 2015 ).

LO2 Content and process theories of motivation

P3

In the context of Latour Precision Engineering to improve and keep its productive organisational workforce, content and process theories for motivation must be applied.

Content theories, like Maslow's Hierarchy of requirements, stress on the specific requirements that motivate employees. Henry Latour, for instance, may guarantee that workers' physiological requirements are satisfied by offering fair pay and adequate working circumstances. By upholding a healthy and protected place of employment, security demands may be met. Henry may also encourage collaboration and interpersonal relationships throughout his staff members to promote a feeling of connection. Empowerment requirements may be met by praising individual successes while giving chances for development. Henry may raise motivation and fulfilment among staff members by being aware of and meeting these demands (Dar, 2022).

Herzberg's Two-Factor Theory is one of several process explanations that look at the psychological mechanisms that underlie motivation. By empowering staff to take responsibility for their work and giving them tough projects that are in line with their strengths and passions, Henry can concentrate on motivating factors like job satisfaction and independence. Henry may encourage a sense of success and individual improvement, that may boost drive, by providing chances for development in abilities and acknowledgment (Tan, 2013).

M2

Integration of both the material and the theories of motivation in the workplace has the potential to greatly improve and sustain motivation among workers. These theories give useful frameworks for comprehending the elements that influence employee motivation and propose doable tactics for use in organisations.

Both process and content theories acknowledge that people have a variety of requirements that affect their motivation, such as Maslow's Hierarchy of requirements. The motivation of employees may be improved by organisations by meeting these demands. Organisations may satisfy individuals' physiological in nature, safety, being part of something, and esteem demands, for instance, by offering fair wages, an appropriate working atmosphere, and chances for socialisation and recognition. The friendly and fulfilling atmosphere of work produced by this efficient implementation encourages staff inspiration. The motivation of workers, nonetheless, is a complicated and nuanced phenomena that is impacted by other elements outside the purview of these ideas. Differences between people, the workplace, leadership, and organisational culture all have a big impact on how motivated employees are. The actual implementation of both the material and the theories should thus be supplemented by a comprehensive comprehension of motivation for workers and the particular dynamics inside an organisation, even though these theories offer useful foundations (Mihaela, 2019).

Lo1 and Lo2

D1

Personality viewpoints, characteristics, and features must be adjusted in order to justify changes that affect and promote motivation among staff members, eventually producing an efficient workforce. There are a number of changes Henry Latour and Latour Precision Engineering may do to encourage a more engaged and effective staff.

Henry may first change his viewpoint on motivating staff members by moving away from an attitude that is primarily task-focused and towards one that emphasises the significance of intrinsic motivators. Henry understands the importance of elements like independence, control, and meaning in motivating employees rather than only concentrating on monetary rewards or outside incentives. He may adjust the way he leads to build a work climate that encourages staff participation and fulfilment by understanding and appreciating these intrinsic drives. Henry is also capable of self-reflection, which enables him to pinpoint areas for development that can enhance motivation among workers. For example, he may concentrate on fostering a more participative & inspiring approach to management even though he has a tendency to be an authoritative leader. Henry may also modify his personal traits, such how he communicates or psychological ability to boost worker enthusiasm. He may promote trust, teamwork, and a feeling of being a member among his staff by proactively paying attention to them, giving them constructive criticism on an ongoing basis, and developing a climate of open and encouraging interaction. (Nduka, 2016).

Lo3: Participate in a group team activity

P4

To establish and oversee efficient cooperation in the Latour Precision Engineering scenario, one must make a contribution. The actions listed below can be followed to accomplish this:

• Create a Common Vision: Start by giving everyone on the group an agreed-upon goal of goals. Every member of the team should be made aware of the company's aims and purposes. This offers a shared aim and assists in directing individual efforts in that direction.
• Create a Positive Group Culture: Encourage collaboration, confidence, and respect among your team members. Foster clear communication, paying close attention, and respect for all viewpoints. To encourage an understanding of community and commitment among the group's members, recognise their accomplishments (Fapohunda, 2013).
• Encourage diversity and inclusivity: Promote inclusiveness and diversity by assembling people with various experiences, abilities, and opinions in your teams. The procedures of imaginative thinking, problem-solving, and deciding may all be improved by variety. Encourage a diverse culture which values and recognises the value of each team individual.

Promote collaboration and teamwork: Foster teamwork and cooperation by giving everyone on the group the chance to collaborate on initiatives or tasks. Encourage the development of a culture that values cooperation, support, and knowledge exchange. Regularly engage in company-building events and projects to improve connections amongst team members.

• Employ efficient dispute-resolution techniques: Create precise processes and rules for handling disputes inside teams. To solve issues, promote honest and positive dialogue with a focus on creating solutions that benefit both parties (Khawam, 2017).

P5

Group behaviour and theory of teams play an essential part in comprehending and optimising collaboration within the specific company environment at Latour Precision Engineering. This is important for the formation as well as leadership of successful group work. Let's investigate their significance:

• Group Behaviour: Promoting successful cooperation requires a comprehension of group behaviour. The cycles of conversations, standards, duties, and procedures that develop inside an organisation are referred to as collective behaviour. Henry can pinpoint the elements that affect team efficiency while taking the necessary steps by examining group behaviour. Knowing group behaviour may be used, for instance, to recognise the disagreement among the Sales and Marketing and R&D groups, as indicated in the case, as well as design methods for tackling and handling the dispute (Schalk, 2020).
• Team Theory: Team theories offer ideas and structures that direct the formation and administration of successful teams. Tuckman's Stages of Group Development, which encompass the developing, storming, standardising, and performing phases, is one pertinent theory. By encouraging open discussion and developing team standards, team members may use this approach to predict and handle issues encountered throughout the storming period, such as disagreements. Leaders are able to steer the group to the establishing standards and performance phases, where cooperation and output are at their highest (Accipio, 2023).
• Belbin's Team Roles: Team managers may maintain a harmonious team makeup and distribute duties appropriately by being aware of the abilities and constraints of teammates in addition to their favourite roles. This idea encourages teamwork and makes use of individual abilities to maximise collaboration (Aritzeta, 2017).

M3

My individual contribution has a substantial impact on the development and leadership of good teamwork, influencing interpersonal relationships and behaviour. As I've thought about my participation, I've come up with a number of methods I favourably affect the dynamics of the team also boost my overall efficiency.

• First of all, I place a high priority on genuine and forthright interactions between teams. I carefully consider other people's viewpoints, communicate my thoughts effectively, and promote healthy debate. I the support staff members' comprehension, cooperation, and confidence by encouraging efficient interaction.
• Furthermore, I am aware of the need of setting precise standards and objectives. I take a proactive part in creating team goals and make sure that everyone on the team is aware of them. I am accountable for the quality of my work and help with the establishment of targets and benchmarks that are reasonable.
• I also respect the variety of backgrounds on the team. I value the distinct skills and viewpoints that each team member contributes, and I actively encourage involvement and tolerance for other viewpoints. We may use our combined expertise and experiences to conquer obstacles and come up with novel solutions by accepting and enjoying our diversity.
• I also actively encourage collaboration and collaborative thinking. I gladly impart my knowledge to team members, provide support, and foster a sense of shared ownership. We can maximise efficiency, utilise every group member's ability, and provide better outcomes by encouraging collaboration.

D2

I've recognised areas for growth in my leadership and teamwork abilities and am able to offer sound advice to further my performance in collaborative settings.

I will begin by saying that I figure out the benefit of listening eagerly in relational connections. I try to listen eagerly, yet I see that I could improve of genuinely appreciating and sympathizing with others' perspectives. I may practise strategies like summarising or asking clarification inquiries to guarantee a deeper knowledge of the group members' perspectives as a way to improve my capacity to listen. Second, I think that good abilities to solve problems are necessary for successful teamwork. I participate in group conversations with thoughts and insights; however, I can sharpen my analytical skills to analyse complicated problems and provide creative solutions. I'm able to proactively help by resolving issues and guiding the team to good results by refining my capacity to solve problems.
I also understand the value of being adaptable and flexible in team settings. I can deliberately seek out new experiences and points of view, both inside and outside of my area, to strengthen these traits. This will increase my comprehension as well as my capacity to look at issues from other perspectives. I can help the team become more youthful and agile by accepting new ideas as well as remaining flexible.

LO4 Examine how power, politics and culture

P6

The exercise of power, politics, and organisational culture at Latour Precision Engineering may have a considerable influence on employee behaviours and the achievement of organisational objectives.

Employee conduct and interpersonal interactions are influenced by the balance of power inside an organisation. In this occurrence, there's a fight over power happening among the gatherings of sales and marketing as well as innovative work (Research and development). Since the Research and development group is focused on growing new items, salesmen could believe that their issues have been ignored because of lacking expense for the executives. The achievement of organisational goals may be hampered by bad behaviours caused by this level of authority disparity, which might include transferring responsibility, disinterest in teamwork, or resistance towards transformation. In the given situation, there indicate political conduct between the Deals and Promoting and Research and Development gatherings (Omisore, 2014). The Deals bunch blaming the Research and development bunch for being "spoilt, unbusinesslike boffins" and the Research and development bunch seeing the sales group as "uninformed and cash-fixated" exhibit a troublesome world of politics. Such a political way of behaving can make competitions, frustrate compelling cooperation, and redirect consideration from the accomplishment of hierarchical objectives. Dysfunctional behaviours may result from an organisational culture that does not value collaboration, customer attention, and an emphasis on quality and efficiency. It's possible that the culture of Latour Precision Engineering has changed from being customer-centred and customised to being too concerned with creating novel products. Because of this cultural change, there may be a clash amongst the objectives and ideals of the Sales, Marketing, and R&D divisions. Establishing a culture that encourages cooperation, honest discourse, and a shared dedication to consumer pleasure is crucial for the organisation to achieve its goals (Pallathadka, 2021).

M4

At Latour Precision Engineering, the way that politics, power, and culture operate has a big impact on how employees behave and how well organisational objectives get accomplished. A system of hierarchies wherein authority to make decisions and allocation of resources are centralised can be produced by the balance of power inside the organisation. A dispute of interests has arisen in this situation as a consequence of the unequal authority between the Sales and Marketing group and the Research and Development (R&D) group. The sales team feels disregarded by the R&D team's emphasis on new merchandise creation since they are worried about cost management. This power conflict results in defensive actions, a lack of cooperation, and difficulty achieving goals. To address these difficulties, a thorough methodology is required. To begin with, the association needs to lay out a more adjusted power structure by including delegates from both the sales and marketing and Research and Development bunches in dynamic cycles (Somoye, 2016). This inclusivity helps assemble trust and guarantees assorted points of view are thought of. Second, tending to the negative political way of behaving requires making a culture of joint effort and straightforwardness, where people are urged to share thoughts and resolve clashes helpfully. Finally, reorienting the way of life towards a client-driven approach will assist with adjusting the Deals and Showcasing and Research and development gatherings, encouraging participation and empowering the accomplishment of normal hierarchical objectives (Elkhalil, 2017).

D3

To impact and direct representative way of behaving towards the achievement of authoritative objectives, it is vital to use power, legislative issues, and culture successfully. Here are a few legitimate proposals:

• Power: Lay out a common dynamic interaction where power is conveyed across various levels and divisions. Energize worker contribution in decision-production to cultivate a feeling of responsibility and obligation to hierarchical objectives.
• Governmental issues: Encourage a positive world of politics by advancing open correspondence, joint effort, and productive rivalry. Urge workers to voice their viewpoints, take part in solid discussions, and offer creative thoughts. Perceive and compensate people who add to the association's prosperity, making a positive and cutthroat air.
• Culture: Develop areas of strength for a culture lined up with the ideal ways of behaving and objectives. Obviously impart the qualities, mission, and vision of the association. Foster a client-driven culture that stresses the significance of addressing client needs and conveying extraordinary help.
• Administration: Foster successful pioneers who show others how it's done and display ways of behaving lined up with the ideal culture. Urge pioneers to move and propel representatives, give clear courses, and encourage a positive workplace. Put resources into administration improvement projects to upgrade their abilities in impacting and coordinating worker conduct (Aritzeta, 2017).

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References

Accipio, 2023. Bruce Tuckman's 1965 Team-Development Model. [Online]
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