Organizational Behavior Motivation Levels by Company

Question: Describe about the Organizational Behavior for Motivation Levels by Company. Answer: Week 6 - Motivation Best workplaces are working environments where workers enjoy working because of motivation levels offered by a company. In Europe, some of the best workplaces are Davidson, turfs, accent jobs, 3, Topaz Energy Limited, Diamantes Masoutis S.A. Supermarket just to mention but a few (high PLACE TO WORK. 2016). As far as workers are concerned, motivation is a behavior used to please or entice them to gain morale and multiply the commitment at work (GREAT PLACE TO WORK. 2016). Workers are also motivated through a good communication plan. This program enables employees to be aware that they are being appreciated. Making an employee to be part of the team is also a better way of motivating workers (Drum, Standifer, and Bourne, 2015). There are many ways used by companies in the United Stated and Europe at large to motivate employees. As a primary mechanism, most firms reward its employees based on their outstanding performances (Garaus, Furtmller, and Gttel, 2016). As a result, employees feel on top of the world and enhance their commitment (Bennett and Pierce, 2016). The second motivational method is signing realistic workload. The workload assigned to each worker should not only be realistic but also balanced to express equality and uniformity within the firm. This strategy enhances teamwork by eliminating hatred among workers thus, creating a real relationship between them. Whenever the business obtains an excellent performance record, it is enjoyed by everyone within the organization irrespective of the level or position occupied by the firm. In so doing, employees are showed how they fitted and took part in strategy that realized the success. Besides the above means, companies also meet their promises to dem onstrate to them how to further their feelings and expectations are valued. Week 7 Activity (Group Behavior and Team at Work) Despite having the requirements for a team to work efficiently, some groups still do not perform as purposed. Elements of the successful team according to Professor Hackman are well-established groundwork, and small and consistency membership. The team should also be reject-based with much consideration placed on the stages of group development. Also, the support should be placed strategically (Stephen et al. 2014). Motivational tools such as group-based awards can also take the group to the next level hence, having then used on the team is equally important (Stephen et al. 2014). Lastly, the firms duty should be defined clearly. These elements are no doubt, necessary for effective team development. Besides the stated conditions, other factors required for groups to be active are real leadership and commitment. With the right leadership standards, all the necessities for a firm can be acquired (Thomson et al., 2015). Besides, all team activities are directed towards the intended direction to realize the stated objectives. On the other hand, the commitment of workers will ensure that all the regular duties are tackled in the most appropriate manner. Having been asked to assemble and lead a team, I can consider the following steps in the early life of the group to ensure that avoids the problems noted by Hackman; establishment of a groundwork followed by choosing few but highly committed members (Messersmith, 2015). After forming the group, storming, norming and performing would follow in that order. In storming, the selected members are given a chance to generate ideas on ways in which the team can become useful. Norming entail establishing a good relationship between team members while concentrating on the sharing of information that can benefit the team. Lastly, performance stated norms and guidelines are followed towards the realization of specified goals. Week 8 Activity (Leadership) There are many theories of leadership, including trait and theory leadership. Though addressing the same issue, these two approaches differ in one way of another. To begin with, trait theory of leadership deals with the characteristics of all type of leaders, including fruitful and unsuccessful ones. According to this theory, successful leaders are judged based on abilities, interests, and personality traits such as academic and skills acquisition. However, these traits are not determinant of a right or bad leader. Naturally, this is pleasing as it highlights features relevant for an effective leader (Zigarelli, 2013). Therefore, it can be imperative for an organization. The theory can be used as a ladder by a firm to identify leadership elements during a leading process. Most important, the theory is valid (Zigarelli, 2013). Its foundation and basis can be easily validated as proved by most research. On the other hand, behavioral theories of leadership are grouped depending on specific behaviors shown by various leaders. Initially, this theory states that the ability of a leader should be weighed based on his or her behavior (Fein et al., 2015). Therefore, behavior determines the successfulness of a leader. Apparently, it this approach gives a reasonable marketing potential because actions can vary depending on conditions (Hogg, M, and Adelman, J. 2013). To illustrate further, someone can give an accurate response depending on a given stimuli. Unlike the trait theory, behavioral theories are invalid. Besides being based on incentives, other behaviors are also correlated. Based on the above leadership principles, organizations can select and develop effective leaders based on characteristics. The enterprise may conduct a survey by subjecting distinct employees to various leadership positions and judged according to the way they behave in their respective offices. For example, when one is friendly to people, he can respond effectively to clients. Besides, his adaptation ability to the various situation is also high hence, a good leader. References Bennett, V. and Pierce, L. 2016. Motivation matters: Corporate scope and competition in complementary product markets. Strategic Management Journal, 37, 7, pp. 1304-1315. Drum, D, Standifer, R, and Bourne, K. 2015. Facing the Consequences: Examining a Workaround Outcomes-Based Model. Journal of Information Systems, 29, 2, pp. 137-159. Fein, E, Tziner, A, Vasiliu, C, and Felea, M. 2015. Considering the gap between Implicit Leadership Theories and expectations of actual leader behavior: A three-study investigation of leadership beliefs in Romania', Journal For East European Management Studies, 20, 1, pp. 68-87. Garaus, C, Furtmller, G, and Gttel, W. 2016. The hidden power of small rewards: The effects of insufficient external rewards on autonomous motivation to learn. Academy of management learning education, 15, 1, pp. 45-59. GREAT PLACE TO WORK. 2016. Great insight on great workplace. Get the latest insights into workplace culture, trends and performance. Retrieved from www.greatplacetowork.co.uk. Hogg, M, and Adelman, J. 2013. Uncertainty-Identity Theory: Extreme groups, radical behavior, and authoritarian leadership. Journal of Social Issues, 69, 3, pp. 436-454. Messersmith A. S. 2015. Preparing Students for 21st Century Teamwork: Effective collaboration in the online group communication course. Communication Teacher, 29, 4, pp. 219-226. Stephen P. R, Boyle, M, Judge, T. and Millett, B. 2014. Case study: Why don't teams work like they're supposed to? Organizational behavior. P. 263. Thomson, K, Outram, S, Gilligan, C, and Levett-Jones, T. 2015. Interprofessional experiences of recent healthcare graduates: A social psychology perspective on the barriers to effective communication, teamwork, and patient-centred care', Journal of Interprofessional Care, 29, 6, pp. 634-640. Zigarelli, M. 2013. Ten Leadership Theories in Five Minutes. Available at https://www.youtube.com/watch?v=XKUPDUDOBVo.