Process Of Exchanging Information

RUNNING HEAD: OB 1 Organisational Behaviour and Management Student Details: OB 2 Question 1 Communication and coordination are the essence of teamwork. When working in a team from innovation is a process of exchanging information and transmit understanding between 2 or more people. T his group project has helped me understanding the important aspect s of management and teamwork. During this group work I hav e learned that communication is very important when working in an organisation or towards achieving a goal in a team and it is an essence of teamwork . The whole communication process requires channelising the right information f or the right person to achie ve the objective in an efficient manner. In this group project we have used several verbal and non - verbal channels of communication. For our meetings and discussion, we have used their digital media platforms and used to interact with emails and video conf erencing through zoom and Google meet. T his group assignment we were working upon was assigned to us during the time off online learning and there fore, we have used online mechanisms interact with each other in the team. T he most potential communication ba rrier we have faced because of this was the technical issue and network problem that causes delay in communication and interactions of essential information and negative impact on the required outcome . We have often faced such situations when any o f the te am member does not have adequate facilities and technical compliance to interact with us and we have to manage other methods to interact with him or to arrange required resources but active interaction and transmission of information. The second communicat ion barrier that was faced by us in this group assignment was because of the cultural background differences of the team members and lack of understanding a bout the sentiments of others for their culture. People belonging from different cultures have diffe rent perceptions and different mindsets, their idea of working being including gestures , are different. I n our team , t here were times then conflicts arising because difference of operating and looking towards things between two team members. It was a tough task for me to work in their team having team members from different cultural backgrounds stereotypical approaches. Due of lack of cultural understandings, we have faced the issue of avoided interactions between team members working as group intentionall y or unintentionally. One of our team members you were working with was from aboriginal background which led to lack of understanding and judgmental attitudes of others towards him. OB 3 To address this issue, we have involved cross cultural communication and o rientation about new ideas of working with unity and harmony. In the team practise we started listening to the ideas of every team member and it started respecting their perspective So that each team member feels valued and actively interacting the communi cation of the team towards attaining the team objective. For the technical barrier, we decided to keep the information sh ared and communicated via video conferencing recorded and sent it to all the team members in a written document through email so that e veryone can have record of what has been communicated through the meetings. Question 2 The idea of expectation of motivation, also known as the theory of valence and instrumentality, asserts that the motivation of an individual is closely linked to the expected results by his hard work and effort. This indicates that individuals are driven more and more by the fact that their actions today will lead to the desired objective. This theory states that the expectation of an employee is directly related to th e level of motivation. Employees works more efficiently when they have a chance of getting rewarded. Specifically, the argument is that your motivation is directly influenced by the amount of reward that you desire, the perception that your work results in a predicted level of performance and the reward that will be paid to you. Valence, expectancy, and instrumentality are the names for these three components. The efforts of people towards to achieve their targeted objective and give work - oriented outcomes results in valence. Advantages The reward system is developed on the fact that the motivation is directly related with the satisfaction of the employee. Further, the expectations to get rewarded (gifts, certificates, bonuses) motivates the employees to work hard towards the desired goals. This motivation works well for the achievement of targeted goal and fulfill in - interests. OB 4 Disadvantages The motivation of this nature is temporary and it is not a long - term motivation idea to make the e mployees perform their best through monetary benefits. In such type of motivation, the employer belief that this idealistic because the employer thinks that the effort after this will directly lead to excellent performance and desired outcome, keeping asi de the other factors important for employee motivation. This type of motivation does not focus on the actual capacity and intensity of the team, rather focuses on the individual effort of the employee. Better Reward System There is a better substitute t hat we can replace the expectancy theory with, and that is This theory follows the hierarchy model of meeting the actual need of motivation follows from low - level to higher level of need of an employee. The idea of this theory pr omotes motivation of employees along with ensuring their sustainability in the organisation. The organisation should motivate the employees by ensuring the satisfaction of their lower - level needs, such as security, safety, emotional stability, mental and p hysical well - being and financial security. Further, by focusing upon the self - actualisational needs of the employees including on the job training and education and showing utmost care towards them is the best way of motivating them towards achieving broad er goals and self - growth. I suggest this system, because I believe that to attain growth, it is important to ensure the stability of an employee and making him happier towards the work and environment of the organisation. This helps in keeping the employee self - motivated and enthusiastic towards attaining organisational objectives. Question 3 The organisation chosen for this question is the Commonwealth Bank of Australia. An organisational culture shows the environment of organisations formed from the shar ed values and beliefs of the people working within an organisation and guides the employees on their behavioural attitudes. The culture of Commonwealth Bank of Australia is very supportive and the hierarchy of the staff works with extreme cooperation and u nity with each other. The organisation has a diversified cultural approach and it can be clearly seen in OB 5 the way they do their business. The employees are focused upon working for customer satisfaction and they are encouraged to diversified their values an d belief according to the organisational requirements. The diversity in the organisational culture can be seen from the collective staff of the organisation when most of the leading authorities are handled by women and men collectively. The board is gende r diversified and have strig female representation. The organisation is committed towards hiring Aboriginal and Torres Strait Islanders in the workforce. Further, the organisation is also focused in attaining the diversified customer ratio and make the wor k environment more accessible to the people from different cultures or people with disability. Cultural Analysis of CBA Building a strong and adaptive culture is not an easy task for any organisation. The willingness to achieve this often results in failu res for the organisations as well. Many leaders and their teams will be uncomfortable with the requisite agility, experimentation, willingness to fail, and transparency. Leadership must also endeavour to push the necessary structural changes so that every employee understands their role in the strategy and can therefore claim "ownership The Observable Culture The organisation respects the identity and background of their employees and the sustainability of the employees in the organisation shows the diver sity and harmony in the culture of the organisation. The orientation of the employees and their feedbacks also gave significance of the friendliness and the cooperative behaviours of the employees and managers in the organisation. Shared Values The cultural diversity can be seen by their active participation in increasing the gender diversity by the organisations. The organisation is focused on emerging trends and actively working towards collective change that is required. The importance given to fe males in handling t he major leadership roles is a glimpse of the shared vision of the bank with the social values. With that, the inclusion of the employees from different backgrounds and OB 6 cultures and ensuring their well - being and respect at the workplace shows harmony in the culture of bank along with the factor of respect and cultural recognition. Common Assumptions The company's culture has been satisfactory according to me. While the structure is still quite hierarchical, a strong emphasis is placed on teamwork and providing high - quality results. They are, on the general, receptive to new ideas and challenges, and this is ingrained in the company's culture. Colleague socialisation has always been beneficial in the sense that you may engage to whatever am ount you choose without fear of social repercussions. Question 4 The power is an ability to impact the behaviour of and conduct of people or the course of events. The power to affect the conduct of people and the course of events is the capacity as a human potential. While the power to influence someone's or something's behaviour might come from a position in an organisation or from one's personal character and abilities, influence may also come from one's moral qualities and skills and abilities. The forme r is hence known as positional and the latter as personal power. The authority one possesses as a result of one's position in an organization's structure and hierarchy is referred to as positional power. With or without institutional authority, personal power refers to the capacity to influence events and people. The power of a person is not an attempt to manage or dominate others, but a personal attitude or state of mind. His fundamental goal is to master himself: skill, vision, positive personal attribu tes (human) and service. positional power is the power that others especially those who establish or run an organisation empower as a person. Positional power underpinned by a set of norms and laws must only apply in a given framework, such as a compan y, a company or an institution. This power's principal purpose is to guarantee a group of persons comply to the common goals specified for the broader group and work together. Talking about my personal and positional power, I am very good at influencing p eople by my behaviour, skills and talents. Even in the classroom and the group projects my teammates and the classmates used to hear and value my opinions and ideas because of my good understanding with the organisational and management concepts. I belief that I have an OB 7 ability to change the perception of others towards things through my communication capabilities and I can turn around someone in my favour who is having contradictory opinions, I believe this is my strength. Further, the positional power is something I am very weak at, as I belief that even after having excellent communication skills and friendly approach towards my team members, I do not have the dominance and authoritative skills, which is very important for a leader or for someone who is at a position to control others. I believe that there is a need of enhancing the positional power in my personality for my future organisational job roles and for this, it is important for me to understand the critical importance of the role of leadership and being in a dominant position in the organisational hierarchy. Further, I need to enhance my vision towards the job performance and how to make the potential use of the capabilities of others. For this, I need to develop authoritative approach from the friendly approach with my subordinates and team members and involve the use of task - oriented mechanisms such as punishments and rewards for the success and failures of the individual goals. I believe that, my personal power will also help me in developing the positional power in my future.