Behaviors within a Workplace - Encouraging Productivity and Development within an Organization - Case Study Example

Behaviours within a Workplace Name Institution Behaviors within a Workplace Introduction The global market has produced a need for international corporations. The effectiveness of global leadership has been one of the main issues that occurs in this business world, social matters as well as human resource management to name a few (James, 2003). Leadership is a very fundamental aspect of any organization although both its functions as well as its capacity continue to become more involved with globalization and technological development. Therefore, leaders in organizations ought to observe the world as a challenge as well as an opportunity in order to encourage organizational growth and at the same time individual development (James, 2003). In addition, with the high rise of knowledge-based enterprises, it is the responsibility of both leaders and their employees in ensuring that success is adequately reflected within an organization. They should also ensure that both learning and development of the workforce should be observed (Ragir and Brooks, 2012). Furthermore, worldwide leaders ought to shape their interpersonal skills so that they can effectively offer solutions to conflicts within the organization as well as to develop both individuals and employees within the workplace. Therefore, an effective leader must recognize that leadership is required and needs to be executed accordingly. This report will analyze a case study of a leader, Grace and discuss various methods the leader can utilize motivational theories, group decision-making, leadership theories as well as emotional intelligence in order to manage her employees effectively. Motivating a Workforce Since Grace Reed was promoted to being a shift supervisor, her subordinates often demonstrated inappropriate working conducts as well as poor performances due to the relationship they had with Grace, often they would escape with poor performances assuming that Grace, their supervisor, would cut them some slack (Hitt, Black and Porter, 2012). In addition, she tried introducing new methods that they would use to increase their productivity yet they showed hostility and also they failed to perform their jobs (Hitt, Black and Porter, 2012). Therefore, in order to motivate her employees, Grace ought to incorporate the Herzberg theory of motivation. Herzberg motivational theory explains the two types of influences that are taken into consideration by people when it comes to matters involving motivation (Herzberg, Mausner and Snyderman, 2011). This theory concludes that extraordinary influential creates a base of proper motivational practices. It explains that certain job characteristics are directly connected to the satisfaction whereas other factors are related to job dissatisfaction. Therefore, Grace can effectively utilize this theory by either getting rid of factors that cause dissatisfaction and improve on factors that contribute to job satisfaction. In order for Grace to effectively motivate his or her team through the elimination of dissatisfaction factors, she ought to ensure that all the wages are competitive. Also, the team leader should maintain respect and dignity within the employees (Herzberg, Mausner and Snyderman, 2011). In addition, Grace ought to perform non-intrusive supervisions as well as being supportive to their employees. Also, she can develop an environment that satisfies employees within their workplaces by providing opportunities to promote achievement. In addition, she can give equal and as many responsibilities as possible amongst their team members. This encourages self and team motivation as well as a sense of responsibility within the team. In general, according to this theory, a leader should have the skill of equality amongst her employees (Hoffmann, 2007). Grace is also required to be aggressive and should be ready to give incentives so as to encourage and motivate the team members to work with minimal supervision. She should also have the skill of being generous so as to reward their team members according to their efforts. It moves forward to explain that some people show a much stronger bias to a certain motivational need which affects both their behavior and working style. This theory also seeks to explain that peoples’ needs can also be influenced by their background and their life experiences. Therefore, Grace can acquire a number of skills from this theory (such as Herzberg motivational theory theory which explains the need for properly satisfying your surbodinates through job satisfaction. She can do this by gaining an interactive character with her subordinates which would bring her close to them therefore attending to their satisfaction accordinglyThis will make her employees have a friendlier and collaborative interaction with their team members hence increasing their productivity (Hoffmann, 2007). Group Decision-Making Group decision-making is a kind of an involving operation where more than one individual evaluates a situation as well as consider an appropriate course of action and finally select the most appropriate from a number or alternatives (Scouller, 2011). The more the numbers of people taking part in a group decision-making process, the greater the influence it has on the end result. Decision-making processes might be either formal or informal. In addition, many decisions within an organization may be consequential and often results from a group decision-making (Scouller, 2011). Therefore, group decision-making impacts on both the development and effectiveness of an organization’s performance. Grace can utilize group decision-making processes such as brainstorming. This procedure involves the suggestion of ideas by group members verbally. The process is comparatively unstructured where the impending situation is discussed in as much detail as possible so that the members of the group vividly understand the matter (Lussier and Achua, 2004). Therefore, Grace ought to facilitate as well as solicit their group members. Grace can go ahead and note down the ideas being presented by the group members on a marker board. She should ensure that the group members exhaust every idea they have on how they would like to operate so as to improve their working performances as well as their productivity. Grace ought to ensure that the group members brainstorm and come up with various alternatives to a planned action plan (Lussier and Achua, 2004). Furthermore, Grace may experience a number of challenges in implementing brainstorming activities for some members may be hesitant in suggesting ideas due to their fear of judgment as well as ridicule being passed by their fellow group members (Roy, 2012). In cases where her subordinates may fail to avail to her brainstorming activities, Grace can also carry out the process via emails or other electronic means. This will help Grace address any issue raised by her subordinates who would improve their workplace relationship thus improving most of their processes eventually increasing their productivity (Lussier and Achua, 2004). Leadership within a Workplace Leadership comes with a lot of responsibilities which includes taking care of the needs of one's workforce. After Grace Reed was promoted to become a supervisor over her colleagues, she was obligated to carry on the leadership responsibilities that come with her role within the organization and this was regardless of her prior relationship with her former colleagues (Hitt, Black and Porter, 2012). Therefore, in order for Grace to effectively handle her workforce and at the same time ensure an increase in productivity within the organization, power theory of leadership would well fit her purpose. Power theory is based on the action that people are influenced by power and authority concept (Zimmerling, 2005). This is to mean that managers have the ability to influence the employees to get the job done. There are two distinct approaches here. To start with is the influence of power through transactional leadership. Transactional leadership states that individuals are required to be given instructions and directions through rewards and punishments (Hoffman, 2007). Such style focuses on enhancing tasks and developing structures that are able to provide the reward should the tasks be met. When such targets are met by the employees, they are rewarded for it. On the hand, if they fail to meet the targets, they are punished as a result (Ragir and Brooks, 2012). Most elements of transactional leadership style are effective and are widely used in many organizations. A good number of managers make use of some elements of this style to achieve the set goals and ensure employees are working towards the values set by the business organizations (Zimmerling, 2005). This style reveals itself in organizations in the form of pay rises or bonuses for achieving objectives. However, the use of transactional leadership style make employees feel stifled and micro-managed; their motivation and self-confidence often fall victim. The second concept of power theory is the French and Raven’s five types of powers. They state how a leader can influence the employees. There are three positional powers namely legitimate, coercive and rewards and two personal powers namely charm and appeal. The theory suggests that use of personal power is effective as it builds relationships between team members and the leader in achieving goals (Zimmerling, 2005). Therefore, Grace can effectively utilize this theory by clarifying her power over her subordinates mentioning the consequences that might arise if they fail to follow her orders. For instance, she can impel disciplinary actions such as a warning to those that don’t follow her orders. This would raise the respect her subordinates have on her which would eventually lead to an increase in productivity. Emotional Intelligence Emotional intelligence is considered a competency which involves the ability to identify and manage one's emotions as well as others emotions (Nelson et al., 2012). People with high emotional intelligence are considered to be less stressed, thereby communicating better that those with low emotional intelligence. They tend to emphasize with others and appropriately manage their reactions to their own emotions and those of others. Therefore, emotional intelligence goes hand in hand with self-awareness, maturity, social skills and rapport to name a few (Nelson et al., 2012). Leaders who have a high emotional intelligence most of the time have the capability to identify their emotions as well as their strengths and weaknesses. They also have a strong self-confidence which is very significant in one’s judgment (Nelson et al., 2012). In addition, leaders with high emotional intelligence also demonstrate maturity in their operations. They can manage their behaviors and at the same time take initiatives as well as follow through on their promises (Roy, 2012). Maturity also shows the ability of a leader to manage both themselves and their subordinates demonstrating trustworthy and conscientious. Furthermore, emotional intelligence also comes with great social skills which clearly demonstrates the leader’s capability of understanding others, identifying the various dynamics of a group and most importantly, enabling vivid communication and influencing others (James, 2003). Finally, emotional intelligence creates a great rapport in a leader. Leaders have the capability to create and maintain healthy relations with their employees. They also can communicate clearly as well as influence others within his or her team. Within a workplace, a good rapport creates a good relationship between the leader and his workforce. Therefore, function towards a common goal effectively and cooperatively (Hoffmann, 2007). Grace Reed can, therefore, identify her strengths and weaknesses as well as her blind spots in her emotional intelligence. Furthermore, Grace should identify the issues that exist between herself and her subordinates that results to her subordinates neglecting her say for example, the issues that separate her from her subordinates. This would enhance her communication with her subordinates’, so that encouraging workflow within the workplace (Hitt, Black and Porter, 2012). In addition, she can also encourage her team members to constantly stay focused and also acknowledge her team member’s stress which can eventually enhance everyone’s outlooks. Additionally, Grace can embrace the conflict and disagreement that exists between the team members and her (Nelson et al., 2012). This would promote creativity engagement amongst the employees through commenting on the great ideas as well as the problems from sides. Also, Grace can ask her workforce to function as a team to find solutions to their issues. Conclusion To sum up, behavior within a workplace is very important in order to encourage productivity and development within an organization. Therefore, leaders ought to have some qualities that would promote their drive of promoting productivity within their team. Therefore, leaders ought to motivate their workforce. This can be effectively done using Herzberg motivational theory that considers the factors that motivate their employees. In addition, leaders ought to make group decisions with their team members. This will encourage the flow of ideas within the team members promoting productivity within an organization. Furthermore, leaders should demonstrate their leadership skills. Using power theory, leaders can be able to demonstrate their role within a workplace to their team members showing the flow of power. Finally, leaders should have emotional intelligence which helps them identify and manage their emotions and those of their team members. 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