How might these three employees’ characteristics affect the performance of the organization? In my opinion it seems to me that the most common concern is the personality trait. All three of the employees have different personality traits; this will require a different means of communication from a manager. To look a bit deep, a manger must know his people and their capabilities, for instance placing people in the right job makes all the difference in the world and can greatly affect the organization performance in a positive or a negative way. For a better example, let look at employee number one from our employee questionnaire, in the case of Dontae, he has a introvert personality with strong individual skills in supply procurement.
When it comes to organizational culture affects the way workers respond and react when positioned in ethical problems Organization’s culture can disclose the unwritten ethical standards that guide workers in their decision-making. Some companies can prevent unsafe ethical behavior by changing their organizational culture. Organizational culture is the study of the attitudes, beliefs and psychology within an organization. It not only includes how workers act together, but also how they connect with others outside of the organization. Ethical standards are the code of conduct required by the organization for workers to follow.
One theory of motivation Bill Bailey might use is the process theory known as the Expectancy Theory. Kinicki & Kreitner (2010) tell us the Expectancy Theory was developed by Victor Vroom in 1964 to produce a systematic explanatory theory of workplace motivation. Vroom ascertained that the motivation to behave in a particular way is determined by an individual’s expectation that the action will lead to a particular outcome and it is multiplied by the valence (preference or attractiveness) the person has for said outcome. In other words, “The Expectancy theory holds that people are motivated to behave in ways that
This essay will explore the differences and similarities between two social scientists’ view of how social order is made and rebuilt. Both are concerned with governance (Silva, E, pg. 309), that being the action or manner of governing either individuals or society as a whole and how authority and discipline are exercised. The two propositions that will be compared and contrasted are: · Goffman - that social order is produced through the everyday actions and practices of people as they live their lives (Silva, E, pg. 316) · Foucault - that social order is produced through the power of knowledge and discourse (that which is talked about), which are the products of historical processes (Silva, E, pg.
CHAPTER 2 QUIZ 1 | Which of the following best describes a company that follows the inherence theory of social responsibility? | a. | Managers are responsible to shareholders, but serve them best by being responsible to larger society. | | | b. | Managers answer only to shareholders and act only with shareholders interests in mind.
The social action approach, argues that individuals experience the social world by interpreting their actions and interactions with others and the meaning they assign to social phenomena. The starting point for understanding society should be the individual as they are authors of their own ideas. Emphasis should be given to how shared meanings develop and how these influence the way individuals define, act and react to their environment. Opposing the social action approach are the structural theories. Structural theories such as functionalism and Marxism are macro (large scale), and deterministic: they see society as a real thing existing over and above us, shaping our ideas and behaviour – individuals are like puppets, manipulated by society.
It is still possible for organizations to have cultures of their own as they possess the paradoxical quality of being both ‘part’ of and ‘apart’ from society. They are embedded in the wider societal context but they are also communities of their own with distinct rules and values. Point 2 – Organizational culture and strategic management Culture has long been on the agenda of management theorists. Culture change must mean changing the corporate ethos, the images and values that inform action and this new way of understanding organizational life must be brought into the management process. There are a number of central aspects of culture: There is an evaluative element involving social expectations and standards; the values and beliefs that people hold central and that bind organizational groups.
This style of management makes it difficult for Ayame to receive feedback which in turn affects her motivation. It is important to examine a few key aspects of her situation: first, the role that mangement should play in workplace psychology versus the role it is playing in Ayame's situation. Second, how Ayame’s cultural background might affect the way she receives feedback. And lastly, it is important to explore motivation techniques that could be implemented by management to increase Ayame’s motivation. To begin, let us take a look at the management style that Ayame is experiencing as well as some of the challenges involved with this management style.
These big ideas can be categorized under social thinking, social influence, or social relations. The idea that we construct our social reality falls under social thinking, it describes the natural human urge to explain behavior, by attempting to attribute it to a cause, in order to make it seem orderly, predictable, and controllable (Myers, 2010). According to social psychology our social intuitions are powerful and sometimes perilous, suggesting that the human ability to understand something immediately, molds or influences behavior because it also shapes fears, attitudes, impressions, and relationships (Myers, 2010). It is also believed that social influences shape behavior as does behavior shape social influences. Myers (2010) provides an example as to how behavior is shaped by social influences making humans social creatures, “We speak and think in words we learned from others (Social psychology, p. 7).
Level of Management: SMT: Senior Management Teams = Directors MM: Middle Management = Managers SM: Supervising Management= Supervisors Importance of organisation structure Structure serves as basis for maintaining and structuring organisational activities. Organisations shall understand importance of structure in carrying out business operations and its relation to strategy. Each structure has its advantages and disadvantages on how it contributes to its effectiveness, and organisation has to mull over the decision on what structures it follows, plus the autonomy organisations provide to its employees for purpose of decision making. Organisation can choose from variety of structure like, functional, divisional, project teams, holding companies and matrix structure. Failure to choose an effective structure has it consequences on organisation as it will not only affect health of the organisation it will also affect employees loyalty, motivation at work and job satisfaction, thus organisation when deciding for designing structure needs to take care of all aspects that relates to people and working of organisation.