ORGANIZATION MANAGEMENT
ORGANIZATION MANAGEMENT
1)
A difference in personality predicts workplace performance for individuals with high interpersonal sensitivity and adjustment are the ones who most likely be very good members in a team while those with high adjustment and sociability in combination with ambition are the ones who become leaders in the workplace. An individual’s personality will also influence the kind of experiences they experience in life. Some personality’s affects the level at which an individual is willing to take a risk. For a highly ambitious person, the likelihood of taking an investment risk is very high and in most cases it takes an organization forward in terms of growth and revenue generation. Those with low adjustment personalities will take time to adapt to a new work place that is far much different from the one they were familiar with which makes the individual lag behind in their responsibilities. Knowing the personality of employees goes a very long way in determining who is best suited for what because it helps in better understanding how an individual approaches life and how well they can relate with the other members in an organization. If two individuals who are very ambitious are placed in the same work team, it is very likely that a conflict will arise since each wants to fulfill his ambitions at the expense of others and the leader’s decisions will always be questioned which halts any progress. At the same time if the group comprises of individuals with high interpersonal sensitivity then whatever decision the leader makes always goes unopposed meaning that there will be no team work going on.
2)
Values are beliefs or philosophies that add meaning to life which can be conscious or unconscious. They can range from commonplace values like belief in being punctual to psychological values like self reliance. These values contribute building of an individual’s moral character which aids in development of a community which is an important aspect for team work at the work place. Conflicts will often arise in certain situations due to a person beliefs combined with the responsibilities to other individuals and the environment. Many circumstances can affect someone’s performance at work either positively or negatively. Values influence to what extent the individual is satisfied by the work condition, social recognition, good relation with colleagues and boss, succeeding in one’s job in addition to a good salary. When the job condition satisfies an individual they feel appreciated and that they really matter. Individual values can cause a person to respect others and the policies of the company and it can also cause a great rift between individuals in the same work place because they do not believe in the same ideologies. When individuals learn to respect other people’s values, it goes a long way in establishing a social value at the work place among the existing people. A new comer may either find the workplace values conflicting with their values and will not be happy at their work and may quit sooner while others will find them inviting and motivating enough to want them to stay longer at the work place. For other individuals their values are so strong that any sign of conflict will stop the work completely. For example a manager who believes that all employees should never be late no matter what the circumstances may fire individuals who sometimes arrive at work or hand in their projects late regardless of the degree of lateness.
3)
Everybody yearns for an interesting job which is challenging enough to make a difference in one’s life. This is why a good job design should be created to increase the motivation of workers through job enrichment. Job enrichment expands the amount of responsibilities that a person has through designing new tasks. This involves making tasks more interesting with new challenges that the employee will encounter every day. However before job enrichment is done it is important to lay a foundation that will ensure a good and fair work environment in the way individuals are compensated, their working conditions, supervision and the expectations placed on them. There are five job design factors described by Hackman and Oldham in 1976 that are considered in making people enjoy their jobs. Skill variety is a factor that seeks to increase the skills that an individual has through job performance. Task identity helps individuals to perform their tasks from the beginning to the end without having to be transferred to other areas when half way. Task significance refers to provision of work that directly impacts the organization depending on how well or poorly it has been executed to enable employees to rate their performance. Autonomy is increasing the degree at which employees can contribute to decision making and the freedom to choose when to do the work giving them flexibility. Finally feedback is important through increasing the amount of recognition that an individual gets for a job well done as well as having a way through which job performance can be communicated to the employees. These factors ensure that the core dimensions of the job are addressed and people’s sense of fulfillment is achieved.
4)
The way to run things in an organization is by creating specific and achievable goals which should be communicated to the employees. The worst thing one can do is hide the goals from the workers because they will not have a standard by which they can rate their achievements since they have no idea what they are working towards. The employees should be also made to understand why that goal is important for them to have a purpose. This will ensure that all employees in the organization have the same purpose of Goals should be set and revised after a period of three months to conform to the market and the employee output so as to avoid having goals that cannot be achieved in the current market trend. The type of goals that can be used to crate a collaborative work environment at UPI include big-picture goals that refer to the end of the destination as to what the organization wants to achieve in future. These goals cannot be achieved in a short time as it is a long journey before they are achieved and this creates the need to always revise objectives to work towards the big-picture goals. Milestone goals refer to a series of goals that will help the organization reach its destination. Lastly the organizati0on should have mini goals which are milestone goals that are divided to make them more manageable (London and Oldham, 1976). The structure of goals conforms that of climbing a mountain to many mini goals at the bottom and only one or very few big-picture goals at the top.
References
Hachman J. R and Oldham, G. R (1976). Motivation through design of work. Organizational behavior and human performance. 16. 250–279. doi:10.1016/0030-5073(76)90016-7.
London, M. and Oldham, G. R. (1976). Effects of Varying Goal Types and Incentive Systems on Performance and Satisfaction. Academy of Management Journal, 19(4), p537-546,
