Analysis of Effectiveness of Behavior Patterns - Assignment Example

Analysis of Effectiveness of Behavior Patterns - Part 4   and Section # of Analysis of Effectiveness of Behavior Patterns - Part 4   Q 1: What perceptual distortions occur? Perceptual distortions means the lack of correspondence between the way an incentive is commonly perceived and the way an individual perceives it under given conditions. It happens when there is communication gap between the management and the employees and it results in the misconceptions. Q 2: What biases exists in the organization? There are biases in almost all the organizations, and this one is no exception. Gender biases can be seen most of the times. Women face problems and hurdles more than men, and this is what can be seen here. Female staff members were not given the respect they deserve and sometimes feel insulted as well. Older employees face biases and they constantly fear the job loss. The reason for this is that they are the victims of downsizing and management thinks that they are no more of any use to the organization. It is not a sensitive approach, because they have an experience and in the field of education, experienced teachers are considered to be more capable than the new teachers. Favoritism was observed in the workplace and the favorite staff members of the management enjoy extra leisure time than the other people. This evokes a sense of rejection and disappointment in other staff members. Asian and Africans also face biases in the workplace, and sometimes feel lonely and confused. They are not given the same status in the organization as the other employees. They face alienation from the staff members and usually sit by their own during the work time. Q 3: What cues encourage learning? There are many cues, which encourage learning and the management should adopt them in order to develop a learning environment in the organization. The first thing, which encourages employee to learn, is that manager himself is practicing, what he is asking them to do. This helps a lot and employees carry on the practice happily. Unfortunately, it is not practiced in this organization. The second thing, which encourages learning, is that regular training session should be arranged. This keeps the employees in the practice of learning and they learn new things and methodologies1. The use of technology must be encouraged and should be made compulsory. They should be introduced with the websites, containing material about their job and like this they will learn new techniques and will be aware of the new searches in their respected fields. The training session should include not only the employees of the organization but also the employees of the partner organizations can be included. This will bring excitement in the employees and they will show more enthusiasm and interest. Q 4: What modeling strategies exist and how are they supported in the organization? Different modeling strategies exist in the organization, such as brainstorming, business intelligence, chaos theory, etc. Brainstorming is practiced in the organization and employees are encouraged to practice it not only during the trainings but also during the training sessions but also in their classrooms while teaching. They use the technique in lesson planning as well, as it is a group activity, so the teachers of a same subject sit together and decide the lesson plan for a term. A large number of ideas are generated in this activity by different members and is a very useful technique. Groups can double their creative activity by brainstorming. But one must be careful in this activity and the quality of ideas should be the first priority instead of quantity. Though some employees try to avoid this and work alone, as according to them, they can perform better in this way. Q 5: How diverse is the organizations work force? Organization’s work force is diverse in nature and a number of employees are performing different tasks. Some of the staff is to teach the classes, other staff is assigned the work of managing laboratories, including science laboratories, computer laboratories and home economics laboratories. Some staff is involved in office work and clerical tasks; they are usually busy in the office. Some of them deal with the admissions and finances. Few of the staff is assigned for the examination duties. In this way, there is a lot of diversity in the work force and most of them follow their own way of doing things. This shows the creativity of the staff members and the autonomy, which they share in their respected areas. Q 6: What beliefs and values do individuals hold and what motivates them to be more productive? Most of the staff members, despite their differences, believe in the betterment of the school and therefore, try their best to provide quality education to the students. They believe that their profession is the best on earth and they can teach children and thus make them a good citizen, who works hard for their country. They believe that the students are the future of the country and this is the time when they should be taught to tolerate differences among the races and religions and respect humanity. The factors, which motivate them in their work, are the respect, which they receive from their students and society. The staff is paid well and thus is satisfied with their jobs. Despite, some small differences, there is rarely seen any major difference or issue in the organization, so almost all the staff is satisfied with the management. The management encourages them time-to-time and they are given regular feedbacks on their performance. All these factors motivate them to perform better and better all the times. Q 7: What cross-cultural issues does the organization face? There are different cross-cultural issues in the organization, which makes the management to rethink their decisions some times. These issues include different religious issues as well. One issue of this kind is that every religious or ethnic group needs holidays for their special days. Hindus celebrates Diwali, Holli etc. and Muslims celebrates Eids and fast during the month of Ramadan. All these issues are in the mind of management and they try their best to let the employees practice their religions. Another issue here is that cultural harmony should be maintained in the workplace and there must not be any discrimination against any ethnic group. This can only be done when each ethnic group befriend each other and take interest in understanding the culture of others and like this they will respect each other’s culture and religion. They will clear their perceptions and management must treat everyone with the same level of respect. Q 8: Do individuals set goals that are specific and challenging, yet accepted? A goal must be S.M.A.R.T, which means it should be Specific, Measurable, Attainable, Realistic and Timely. A goal can only be S.M.A.R.T when the goal setter revises it again and again. Before setting a goal he must check whether the goal is specific and is the meaning of the goal clear to him or not. There must be no ambiguities in the mind of goal setter regarding the goal. The goal must be measurable and it success or failure can be measured according to some assessment criteria. A goal must be attainable by the goal setter, for this purpose it must be realistic as well. Setting an unrealistic goal is not worth of time and efforts. So the goal must be realistic and there should be some time limit for the achievement and completion of the goal. The goals, which are set by the individuals, are usually specific and challenging, and the management discusses them and if the management think that it can be beneficial for the organization and the employees. Q 9: Are rewards consistently applied in proportion to performance? No, awards are not consistently applied in proportion to performance and this sometimes discourages the employees. Though management tries to encourage the employees on their achievements and good work, but some times they ignore it. Favoritism also plays a major role in rewarding and the favorite employees are rewarded but the others left out. This increases the professional jealousy and also increases the harsh feelings in the hearts of the employees for the management and also for their colleagues. Q 10: Are benefits and incentive systems effective in motivating desired outcomes? The benefits and incentives systems are proved to be effective in motivating desired outcomes, because it not only gives them financial support but also the feeling of pride and being rewarded. The employees in the organization work harder to get the benefits, though it may not sound good to some people but it is human nature. People work harder when they know that they will get a financial benefit or a prize after this. So these incentives prove to be effective in motivating the staff. Q 11: What are the individual traits of the leaders? The leaders posses some individual traits which differentiate them from the rest and that is why they are called leaders. One trait is the willingness to stand out, which means that they are different from others and are rebellious. They are determined and hence do not step back from their point of view and ideas. They keep on improving their life style and learn from their mistakes. Their curious nature takes them everywhere and thus they increase their knowledge and get broad exposure. They like asking questions until they become satisfied and the most important characteristic of the leader is that they believe on themselves. Q 12: Does the leadership style fit the nature of the specific tasks required of the unit, leader-member relations, and the position power of the leader? Leadership style does fit the nature of the specific task but not all the times. If the leader of the team is the colleague of the other team members, then it can put negative effect on the task. People do not accept peers as their leaders and work place politics can play some negative role in this scenario. If the leader is some senior member of the staff or some one from outside, then the leader-member relation depend on the leader as well as the member. Leader must be more capable that the member and members should cooperate with not only the leader but also with the fellow members. References Robbins, Stephen P. (2004) Organizational Behavior - Concepts, Controversies, Applications. 4th Ed. Prentice Hall Read More