Question.1708 - Understand organizational culture and theoretical perspectives on how people behave.
Answer Below:
2.1 Explain theories and models that examine organizational and human behavior. The Model of Organisational Culture by Edgar Schein offers a thorough framework for comprehending the several facets that comprise an organization's culture. This model can be used in my job to understand how organizational culture affects employee interactions and behavior. To begin with, my workplace's apparent structures and behaviours include the open office layout and the frequent team meetings. These components stand for how crucial communication and cooperation are inside the company. Employees are encouraged to interact with one another more freely because of the open office layout, which promotes accessibility and transparency. Team meetings support the collaborative culture by reiterating the importance of teamwork and communication in solving problems together. Going on to professed values, I would want to point out that my workplace places a high importance on a creative and ongoing learning environment. This statement serves as a guiding principle that impacts daily operations and decision-making. The company supports experimentation, values original thought, and makes investments in educational possibilities. Employee actions and behaviours are shaped towards keeping current and adjusting to new problems by this emphasis on continual learning. When one digs into the underlying presumptions, one finds an implicit conviction that workers are trusted to oversee their workloads and time. This presumption encourages an accountable and independent culture. Workers' sense of empowerment allows them to assume accountability for their work, which fosters accountability and self-motivation. This fundamental conviction in worker autonomy is consistent with Schein's model since it embodies the deeply embedded principles that direct behavior in the workplace. Applying Self-Determination Theory (SDT) to my workplace demonstrates how this psychological framework may be used to improve employee motivation and engagement. The human resources team can fulfil the three core demands of autonomy, competence, and relatedness in a strategic manner (Soomro and Shah, 2019). HR specialists can create policies that provide workers authority over their assignments and projects to promote autonomy. This could entail chances for skill improvement based on interests or flexible work schedules. The company can increase staff commitment and satisfaction by leveraging the intrinsic incentive that comes with autonomy. HR professionals can create training programs and offer resources for skill development to meet the competence need. This supports the company's emphasis on a culture of ongoing learning, boosting staff members' self-assurance and contentment at work. Lastly, encouraging relatedness entails encouraging cooperation, teamwork, and a sense of belonging. HR may plan team-building activities, provide transparent communication channels, and foster a good work environment. Finally, using Schein's model and SDT at work has given me a more nuanced understanding of the relationship between organizational culture and human behavior. By identifying and proactively addressing these factors, the organization may foster a positive culture that improves employee motivation, engagement, and general well-being (Stone et al., 2020). 2.2 Assess how people's practices impact organizational culture and behavior People Practice 1: Performance Appraisals and Feedback Culture Impact on Organizational Culture: Performance evaluations alter how employees view their value in the workplace, which impacts the culture. It promotes a culture of ongoing improvement, trust, and open communication if the appraisal process is transparent, equitable, and developmental. However, a hidden or biased appraisal procedure can erode confidence and prevent teamwork. Impact on Behaviour: Regular performance reviews encourage staff members to pursue professional development and thrive in their positions in a workplace with a positive feedback culture. Constructive criticism encourages workers to take charge of their growth by recognizing accomplishments and places for improvement (Yoo et al., 2019). People Practice 2: Flexible Work Arrangements Impact on Organizational Culture: Adopting flexible work arrangements, including remote work or flexible hours, can show that an organization values autonomy, trust, and a work-life balance. Additionally, it shows that the company is adaptable to change and recognizes its personnel's various demands. Impact on Behaviour: Employees with more flexible work arrangements frequently show higher productivity and job satisfaction. This behavior results from the employee's perception that the company values their welfare and believes in their ability to handle their workload efficiently. The trusting and adaptable work environment promotes virtues like self-control, time management, and a commitment to results rather than merely hours spent (Upadhyay and Kumar, 2020). Cultural Impacts on People's Practices Supportive Culture: Coaching and mentoring flourish in a workplace where being supportive of others is valued. There is a culture of knowledge sharing and advancement since staff members feel encouraged to ask for help. Innovative Culture: Workplace policies that promote idea exchanges and cross-functional cooperation fit into this culture. These methods encourage risk-taking and innovative thinking. Hierarchical Culture: Top-down communication may be the norm in a highly hierarchical society. It may also cause people to voice their thoughts more cautiously and with more tremendous respect for authority. Behavioral Impacts on Organizational Culture: Leadership Behaviour: A leader's actions impact the entire organization. Setting the tone for a healthy culture are leaders who set an example, welcome criticism, and encourage collaboration. Conflict resolution behavior: A culture is shaped by how problems are resolved. Open and constructive conflict resolution behavior promotes an environment of open communication and problem-solving. Ethical Behaviour: Ethical conduct and choice-making support an honest and trustworthy culture. Prioritizing ethical conduct causes it to become ingrained in the company's culture. Finally, people's practices have a significant impact on both organizational behavior and culture. Negative or ineffective practices can stifle these characteristics, while positive practices foster a culture of trust, collaboration, and growth. The reciprocal relationship between culture and behavior emphasizes how crucial it is to match people's behaviors with the intended culture to foster an amicable and effective workplace. 2.3 Explain different approaches to managing change. Change Model 1: Lewin's Three-Step Model There are three steps in Lewin's Three-Step Model for change management: Unfreeze, Transition, and Refreeze. Unfreeze: This step entails preparing the organization for change by raising awareness of the need for change and dismantling old routines or habits. Sharing information, calling attention to issues, and fostering a feeling of urgency can all help with this (Rummler and Brache, 2012). Transition: The actual change takes place at this point. There are new procedures, systems, or structures. As staff members adjust to the shift, this phase could be characterized by doubt and resistance. Throughout this phase, effective communication and support are essential. Refreeze: The last phase entails stabilizing and incorporating the change into the organization's culture. To do this, it is necessary to reinforce the new behaviors by praising them, recognizing them, and connecting them to the overarching organizational objectives. Application for My Organization Lewin's paradigm was used in my former organization's reorganization phase. Sharing financial data was part of the "Unfreeze" stage's demonstration of the need for change due to market movements. Implementing the new organizational structure during the "Transition" stage met with some employee pushback. Regular town hall meetings and training sessions were held to help employees adjust to the shift to address this. Finally, during the "Refreeze" stage, performance measurements were linked with the new roles and processes, and effective modifications were acknowledged through employee appreciation schemes. Change Model 2: Kotter's 8-Step Model Kotter's 8-Step Model, which outlines a sequence of actions that aid in a more seamless transition, offers a comprehensive approach to managing change. Establish Urgency: By highlighting market patterns or problems that demand immediate attention, they may prove the necessity for change. This aids in building support for the change initiative. Build a Guiding Coalition: Create a group of influential leaders who can spearhead the change process, generate passion, and motivate others. Create an organizational strategy and initiatives: Create a distinct vision for the future and list the specific efforts that will aid in realizing that vision. This gives the transformation process a road map. Volunteer for the Army: Engage more staff members who are thrilled about the change and can act as ambassadors and leaders among their peers. Identify and remove roadblocks: They can impede the change process to enable action. This entails dealing with opposition and providing the tools required. Create quick victories: To show off the advantages of the transformation and inspire staff, celebrate fast victories (Suganthi, 2019). Maintain Acceleration: Maintain momentum by continually improving the change initiatives, addressing any lingering obstacles, and promoting an adaptable culture. Institute Change: To ensure the change's long-term success, integrate it into the organizational culture and procedures. Application for My Organization The transition to a customer-centric strategy at my company utilized Kotter's paradigm. Highlighting market competitiveness helped emphasize the urgency. A steering coalition of leaders was established to create a customer-centric vision and related efforts. The participation of employees in workshops and training sessions equipped them to advocate for change. Positive customer feedback and higher customer retention were two examples of recent successes. The shift was maintained and ingrained into the organizational culture by incorporating customer-centric practices into performance evaluations. To ensure an organized approach, clear communication, and continuous execution, both Kotter's 8-Step Model and Lewin's Three-Step Model have helped lead change processes inside my organization. 2.4 Discuss models for how change is experienced. The Kübler-Ross Change Curve Model The psychological model known as the Kübler-Ross Change Curve, sometimes the Five Stages of Grief, describes how people experience and respond to change. Initially created to comprehend the emotional reaction to death and dying, this model has been modified to explain people's emotional journey at times of significant transition (Hastuti and Muafi, 2022). The Change Curve has five stages, which are as follows: Denial and Shock: People may feel astonishment and bewilderment about the approaching change during this initial phase. They might feel uneasy or afraid, preventing them from accepting the change. Anger: People may experience anger and resentment when the reality of the change sets in. They might lash out in rage at the organization or its leaders, doubting the necessity of the change. Bargaining: People may attempt to bargain with the circumstance at this point. They might look for different options or hope the alteration can be undone (Urinov, 2020). Depression: People may feel sad or depressed as they become more aware of the effects of the transformation. They can miss the comfort of the old circumstances and feel paralyzed by their uncertainty. Acceptance: Individuals eventually learn to live with the change. They adjust their behaviors, accept the new reality, and appreciate the opportunities the transition may bring. Application to Organizational Change: Stakeholders frequently travel through the Kübler-Ross Change Curve when an organization goes through a big change, like a restructuring or a significant change in strategy. Positive Impacts People start to understand the possible advantages and opportunities the shift might bring once they get over shock, anger, and bargaining. Acceptance creates space for redoubled efforts and dedication to the new course (Lemon and Sahota, 2004). Negative Impacts People may oppose change during the shock and denial period, which lowers productivity and morale. The stages of anger and despair can make this resistance even worse and reduce effectiveness. Stakeholders may experience stress, worry, and burnout due to the emotional cost of the transition curve. Organizations may help stakeholders navigate the Kübler-Ross Change Curve by being transparent, respecting their feelings, and providing tools for coping with change-related stress. Organizations can better manage resistance, foster acceptance, and support a smoother transition to the new state by acknowledging and addressing the emotional journey that people go through throughout change (Akdere and Egan, 2020). 2.5 Assess the importance of well-being at work and the different factors that impact well-being The management emphasis on employee health and well-being has decreased since the first year of the pandemic, according to the 2022 CIPD Health and Well-being at Work study. The poll deplores this tendency and warns that shifting away from health and wellness programs may harm employee well-being and organizational performance (Sabuhari et al., 2020). Importance of Well-being at Work Employee Well-being and Performance: Employee performance and productivity are closely related. Good physical and mental health employees are more engaged, focused, and capable of producing their best work. On the other hand, lousy health can cause diminished focus, absenteeism, and decreased productivity. A workplace that places a high priority on employee well-being fosters a culture where workers may flourish and give their best. Retention and Talent Attraction: Businesses that place a high priority on employee welfare attract both present and future employees. Job satisfaction and loyalty increase in an environment that promotes physical and mental wellness. Candidates are likelier to select and stay with companies that show genuine concern for their welfare in today's competitive employment market (Bonanomi et al., 2020). Factors Impacting Well-being at Work Workload and Job Demands: Stress and burnout can result from heavy workloads, arbitrary deadlines, and unreasonable job demands. Employees who frequently deal with heavy duties without adequate resources or help run the danger of seeing their wellness decline. Organizations must evaluate workloads, distribute duties fairly, and offer resources to avoid burdening their workers excessively. Work-Life Balance: Work-life balance issues can hurt wellness. Employees who regularly put in long hours, have little flexibility, or can't escape work-related obligations may experience increased stress and decreased overall life satisfaction. Organizations should support work-life balance by offering remote work opportunities, flexible scheduling, and defined boundaries. The CIPD survey's finding that management attention to employee health and well-being is diminishing highlights the need for more focus on this critical factor (Anwar and Abdullah, 2021). Putting employee well-being first enhances physical and emotional health and favors business results. Organizations must address issues like workload management, work-life balance, and other aspects significantly affecting employees' overall sense of health and contentment to enhance well-being.More Articles From Management
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