Characteristics of High Performance Organizations - Term Paper Example

Contents Abstract 2 Introduction 3 The Effects of Personal Traits on Behavior and Performance in the Workplace 3 A Survey of Personality, Emotional Competencies and Evaluation of Actual Behaviors 5 Strategies for Developing Workplace Effectiveness 7 Conclusion 8 Works Cited 9 Abstract The research report provided a brief introduction of the topic. It included an analysis of effective management performance characteristics that one can employ in order to improve organizational performance. The researcher utilized scholarly materials in examining the way other previous researchers have argued upon personality traits on behavior and performances on the workplace. The author emphasized on the way other researchers attempted to examine the effect of personality traits and work performance aspects. The author indicated that effective ability of understanding and managing the impact of emotions is through being emotionally intelligent. The author analyzed personal traits crucial in the workplace such as effective listening and communication skills, as well as, work as a team in order to accomplish organizational goals effectively. The author revealed significant strategies for developing work place effectiveness such as managing emotions and developing emotion competences. Lastly, the conclusion provided a brief summary of the study report. A Report on Management Performance Characteristics Introduction The recent economic recession has led to tremendous disruption in the global business; thus enabling many companies to employ effective management skills. Managers across the globe are nowadays trying to employ effective strategies and leadership styles that can enable them to achieve successful business performance. The research studies have made varied attempts of revealing relevant management practices and effective factors, which have a positive relation with organizational performance. They have made an attempt of revealing the management theory and the way this theory have been applied in varied companies to create organizational change. Managers exploit unique management performance characteristics in order improve organizational performance; thus enabling the company to achieve a competitive advantage. Thus, the report offer an analysis of effective management performance characteristics one can employ in order to improve organizational performance. The Effects of Personal Traits on Behavior and Performance in the Workplace The previous research on workplace management performance and practices has attempted to examine the effect of personality traits and work performance aspects. Barrick, Mount and Li (132) examine the core principle of personality trait theory and the purposeful goals it play in an organizational performance. The authors further argue that when the motivational forces are linked with job characteristics, individuals improve work performance. Personality traits plays significant roles in an organizational performance because personality is one way an employee thinks, feels or behaves in a way that can create change in the workplace. The personality of people may influence their behaviors, attitudes and the way they make significant decisions in the workplace. For instance, interpersonal skills tremendously impact the way people act or make decisions in the working environment. The more organizational managers understand their personalities in an organization, the better equipped they become; thus a accomplishing their goals efficiently. Richardson (72) argues that people have or possess varied personal traits and behaviors that affect their personalities in the work place. Therefore, when a problem arises in an organization, an individual will handle it differently depending on one’s personal attributes, values and beliefs. These personality traits are developed throughout the lifetime of an individual and it is difficult to alter or change them. Therefore, it is significant for managers to understand their personality traits and behaviors in order to achieve organizational needs effectively. For instance, personality traits such as openness, honest and emotional stability all reveals that an individual will likely have less conflict with others in the workplace. Furthermore, working together as a team and having a positive attitude towards the work will contribute to better organizational performance. De (39) argues that the recent economic recession have spurred many organizations towards employing effective strategies and management practices vital for achieving better performance in the workplace. Managers employ effective framework that adds focus to their constant improvement efforts in the workplace. Therefore, personality trait is one of the effective frameworks that have been linked with the workplace performance. Personality trait as an organization framework is effective because it enables managers to determine their deviant behavior linked to organizational performance. Personality behaviors such as emotional stability, agreeableness and openness, conscientiousness and neuroticism have been described as the effective five-factor model of personality employed in many organizations (Richardson 69). Additionally, the five-factor models are desirable in an organization because they play significant roles in the place of work. For instance, conscientiousness is one of the crucial five-factor models of personality traits that have been the best predictor of effective work performance. This is because conscientious individuals are always hard working, punctual, dependable and careful, as well as always strive hard in order to achieve success. Similarly, agreeableness is also a framework of interpersonal skills because agreeable individuals tend to be cooperative, trustworthy, courteous, understanding and flexible; thus a good predictor of effective organizational performance. Therefore, among these five major five-factor model of personality in the work performance, Barrick, Mount and Li (144) found that agreeableness was the strongest and effective five-factor model of personality traits that contributes to better organizational performance. A Survey of Personality, Emotional Competencies and Evaluation of Actual Behaviors During the summer period, I worked in a small business enterprise that was owned by a group of family members. I was I hired to manage the business and my work was to ensure that everything was under control and placed in order; thus I employed varied management practices vital for achieving the business goals. First, I developed effective ability of understanding and managed the impact of my emotions by being emotionally intelligent. Developing effective understanding and emotional intelligent are effective personality attributes that contributes to the greater overall organizational performance. De, (52) argues that in the global competitive and multi-cultural working environments, leaders need to understand their personality traits and manage their emotions, as well, as related behaviors in order to achieve organizational success. The focus of leadership is tremendously shifting to the enhancement of leadership attributes such as self-motivation, self-esteem and the ability for interrelating emotional intelligent with other co-workers in the multi-cultural or social-cultural working environment. Secondly, I developed effective communication skills because communication skills are among the effective management practices vital for contributing to business growth. Richardson (78) argues that to develop effective communication skills, one should understand what communication entails, develop courage, develop effective body gestures and engage listeners through making eye contact or use of gestures. Communication skills are effective in any workplace; thus, both employers and employees need to present accurate information both verbally and in writing form. To be a good communicator, I realized that one should listen carefully before making any judgment or conclusion to any business matters. It is through good listening and communication skills that one can improve organizational performance. This is vital because it does not contribute to better organizational performance, but also solves conflicts of interest that might arise in a multi-cultural working environment. Lastly, teamwork and developing good relations with others is vital since it contributes to effective organizational performance. I developed good relationships with clients and other co-workers and this contributed significantly to the growth of the business. The extent to which managers or employees establishes positive relationships with others matters a lot in the work place. For instance, working together as a team, being tactful and courteous with others is significant in the workplace. Teamwork and relating with others in the workplace are fundamental because they contribute to successful achievements organizational needs or contribute to better organizational results. Apart from teamwork, assigning individuals work depending on their capability is crucial because each employee have significant personal attributes and skills vital for accomplishing a certain task effectively. For instance, a successful manager should offer effective training programs to employees in order to enable them become innovative; thus producing high productivity in the organization. Strategies for Developing Workplace Effectiveness One of the effective strategies for developing workplace effectiveness is managing my emotions at the workplace. Although in some instances, when I was stressed I could respond harshly to my co-workers, I realized that it was significant to manage my reactions in a stressful environment. Managing emotions and developing emotional intelligence are among the varied aspects that should be taken into considerations in the workplace (De 59). Stressful workplaces are common but it is significant to manage emotions in the workplace because it may spur conflicts. One can manage emotions through making vital decisions especially on the way to react to bad situations. For instance, being compassionate, joyful and optimism will contribute to better management of emotions in a stressful working environment. Another strategy for contributing to workplace effectiveness is through developing emotional and social competences. Personality traits and emotional competencies are significant predictors for job performance; thus being emotionally competent is more powerful predictor of effective performance than even personality traits. Therefore, since behaviors are shaped by specific cognitive and affective process that may include perceptions or feelings of an individual in a certain situation, it is vital to develop emotional intelligent behavior. This is through employing self-regulating strategies such as having a positive attitude towards work related issues in a multi-cultural environment. Emotional competence is an effective strategy because it encompasses the ability of an individual to demonstrate the emotional intelligent behaviors; thus, it is a vital strategy for effective business performance in a social working environment. Conclusion In conclusion, the report provided an analysis of effective management performance characteristics one can employ in order to improve organizational performance. Thus, the previous research on workplace management performance and practices attempted to examine the effect of personality traits and work performance aspects. The research revealed that people have varied personal traits and behaviors that affect their personalities in the work place. It indicated that effective ability of understanding and managing the impact of emotions by being emotionally intelligent is crucial. It is also significant to develop effective listening and communication skills, as well as, work as a team in order to accomplish organizational goals effectively. Lastly, managing emotions and developing emotion competences are effective strategies for developing work place effectiveness. Works Cited Barrick, M R, M K. Mount, and N Li. "The Theory of Purposeful Work Behavior: the Role of Personality, Higher-Order Goals, and Job Characteristics." Academy of Management Review. 38.1 (2012): 132-153. Print. De, Waal A. " Characteristics of High Performance Organizations. Journal Of Management Research. 2012; 4(4):39-71. Print. Richardson, Gary L. Project Management Theory and Practice. Boca Raton: Auerbach Pub./CRC Press, 2010. Print. Read More