Organisational Behavior at Work Place - Essay Example

Organizational Behavior Student’s Name: Name of Institution: Instructor’s Name: Course Code: Date of Submission: Executive Summary This report is focuses on two management factors: one, how to develop and manage an effective group team; two, how to manage diversity (i.e. s cross cultural work setting) in a productive way. The paper will look at the theories developed to examine and explain these two. Then the paper will focus on the practices that the Ambulance Services of New South Wales (ASNSW) has adopted in its efforts to ensure effective and productive management of teams, as well as diversity in the workplace. The goal is to evaluate the differences between theory and practice, and the reasons why such differences may be there. Finally, in its recommendations, the report will offer ways to reconcile the two. ‘Reconciliation’ here may refer to a number of things, including how to integrate theory into practice, or an acknowledgement of how context may define practice in a way that deviates from theory. Perhaps implicit in this recommendation will be the question on which of the two (i.e. theory and practice) is the most important. Introduction A ‘group’ basically refers to two or more people targeting a common goal. But people do confuse ‘group’ with ‘team’. A ‘team’ is what a group evolves into under good management, i.e. two or more people who interact freely based on shared identity characterized by the same norms and objectives (Katzenbach & Smith, 1999; Craig, 2008). But this definition of a team is quite deceptive. The term ‘freely’ is not as simplistic as it sounds. Neither is achieving the shared norms and identities between different individuals. It takes effective management skills to successfully inject the feeling of shared goals and objectives upon which group members can interact ‘freely’, i.e. become a ‘team’ (Leigh et al., 2008). The difficulties that the contemporary organizations have in managing teams are compounded by the diverse and cross-cultural environment that both contemporary work and marketplaces have become. But this diversity cannot be avoided. Today, focus is nolonger on the immediate environment but the global platform. Many have recognized that the key to enhancing competitive advantage on that global platform is a diverse workforce. Many organizations have adopted some of the theories developed to explain how to best manage teams and diversity (Jackson, 2002; Bhatti, 2009; Judge & Boyle, 2010). Indeed, a cross-cultural setting is harder to manage. Understanding every single culture may not be easy. But this is not to say that managing diversity is ‘impossible’. Some organizations have managed it. The answer lies on certain key factors, e.g. a flexible organizational structure. This paper will examine the theoretical aspects of diversity management, and the practices actually undertaken by the Ambulance Service of New South Wales (ASNSW). The conclusion/recommendation will present the steps that ASNSW still needs to take so as to maximize the potential of its teams and its diverse workforce. Expectations Developing and Managing an Effective Team The key to effective management is to first of all acknowledge that there are potential problems likely to be faced in the process. As already alluded to, there are different types of teams based on the key objective: advice, production, project and action teams. These different types of teams face different challenges. Effective management then becomes successfully doing away with the challenges. However, despite the typology differences, the effective teams thrive on trust, cooperation and cohesiveness. The metric for measuring the effectiveness of a team rests on two key premises: performance and viability (Kreitner & Kinicki, 2010). The former aims to answer the question on whether the team has achieved its goals and objectives. The latter regards the satisfaction of team members in their capacities, as well as their willingness to contribute to the task at hand. However, although a team may be viable, this may be trounced if the organization does not support it. Teamwork is best encouraged as part of the organizational culture. In other words, the organization is supposed to attain team work competency (Craig, 2008). Team work competencies include: orientation on problem solving, i.e. arriving at a mutual understanding on a problem/situation; organization and management of team performance, i.e. establishing specific and accepted team objectives, identifying all possible strategies, sound reallocation of resources, as well as monitoring, evaluating and providing feedback on performance; positive environment for team work, i.e. establishing and reinforcing the culture of respect, tolerance and excellence, acknowledging the efforts of team members, model/be an example of the right team behavior; sound task conflict, i.e. encourage healthy, while discouraging unhealthy team conflict; and perspective, i.e. establish ways to arrive at the right conclusion in relation to the various perspectives presented by various team members (Kreitner & Kinicki, 2010). Managing Diversity (Cross-Cultural Work Setting) Diversity has become an inevitable reality in contemporary organization. Basically, ‘culture’ refers to the social behaviors that one learns and acquires over time (Thomas, 2008). These social behaviors include values, attitudes, beliefs, perceptions, etc. Although one may not be consciously aware of these aspects of their nature, they still play a key role in what and how one acts and thinks. When it comes to the workplace, there are two cultures at play: societal culture (e.g. on the basis of ethnic background, gender, etc.) and organizational culture. The societal culture does impose itself on the organizational culture as much as the latter imposes itself on the former. These two may be at a conflict. But both are key contributors to effective management. Thus, organizational management has to find a way to reconcile the two in a way that will contribute productively to its strategic plans. Diversity is not exercised merely for the sake of it. Instead, it depends on specific organizational goals and strategies. Effective diversity management therefore depends on: knowledge and proper analysis of the immediate internal and external business environments; understanding the benefits that diversity presents to the organization; introducing and establishing policies for diversity into the corporate strategy; incorporate diversity into key HR systems and processes; involve all staff members at all managerial levels; and effective communication system in the organization, amongst others (Thomas, 2008). Actual New South Wales (NSW) Emergency Ambulance Services The ASNSW offers is an example of a contemporary organization where the management of teams and diversity can be found. ASNSW has various kinds of people, as well as tools and techniques in its operation, i.e. in its workforce and operations, e.g. ground and air services. Its human resources include drivers, pilots, emergency paramedics, radio operators, etc. The department unites all its employees under its key vision and mission. In this effort the department dictates the values that it expects its employees to uphold: professional behavior standards, responsibility and accountability, promotion and encouragement of teamwork, and respect. Equally, the department clearly outlines the goals and objectives that it aims to achieve. These factors are important in bringing the whole staff into a common line of thought, values and goals. This harmony is a key element upon which to build a team. However, to ‘dictate’ and to ‘do’ are different things, the organization identifies the various departments under it (i.e. in terms of operations, clinical development, corporate services, etc) and the roles that each department plays in the whole setup. For example, helicopter operations are mostly used in extreme emergency cases. This distinction is important as it helps to mark what each department has and what it lacks, and thus make the need for coordination equally obvious. The NSW ambulance service also ensures sufficient support for its various departments and staff members. For example, through the staff support services (i.e. Peer Support Officers, Ambulance Chaplains and Grievance Contact Officers) the department intervenes in the workplace, and offers encouragement and support to staff members in achieving ‘satisfactory and timely solutions’ (NSW, 2012). Also, to support its rapid response in emergency cases, the department runs five control centers that receive both emergency and non-emergency telephone calls for ambulance services. There is also an Aeromedical control center which coordinates routine and urgent helicopter and aeroplane transfers within NSW. These control centers also use sophisticated computer software that can automatically prioritize the calls received based on specific questions that the caller answers. Task is then assigned to the closest and appropriate ambulance. This is done by transmitting the particulars of the calls received to the relevant ambulance(s) (NSW, 2012). So as to keep track of the set goals and objectives, the ambulance department also conducts the evaluation of its performance, which is broken down in months or years. Also, clear objectives should be made known to all its staff. Diversity The ASNSW recognizes the diverse community that it serves. Equally, it recognizes the need and significance of diversity in its workforce. It therefore sets its diversity goals to answer the question on how it can create and maintain a positive, cohesive team even as it allows individuals from diverse social backgrounds and perspectives to explore and utilize their full potential. This is especially in line with the policies of the NSW government that emphasize on valuing the experience, skills and linguistic abilities inherent in the diverse population of the state. The department views ‘diversity’ from different perspectives (e.g. age, ethnicity, expertise, disability, as well as diversity in the external environment or of the stakeholders). As such, the department seems to be committed to the diversity of its workforce, as well as providing services that satisfy an equally diverse pool of stakeholders. According to its website, the NSW ambulance service employs more than 3,700 people working in different areas: front-line positions, e.g. paramedics, flight nurses, etc., or behind the scene, e.g. HRM, public affairs, etc. The department reflects its commitment to a diverse workforce in its recruitment and selection that encourages the employment of minority groups. For example, the department has a designated pathway to encourage and allow Australians of Aboriginal ancestry to apply for the positions of Trainee or Qualified paramedic, trainee control center or patient transport officer. A recent advertisement for the position of trainee and qualified paramedics (Appendix 1) encouraged the minority groups: the Aboriginal and Torres strait Islander people to apply (NSW, 2012). The department has also been committed to the inclusion of people living with disability in its workforce (i.e. offer them employment), as well as the recipients of its services. In 2008, the AS NSW drew a comprehensive Disability Action Plan (Appendix 2) to facilitate this goal. Another area where the ASNSW exercises diversity both in the workplace and the external environment is the translation and interpretation services. This is especially used when a paramedic visits the home of those for whom English is not the first language. This service comes in different languages, e.g. Chinese, Vietnamese, Italian, Arabic, etc (NSW, 2012). Also, the ASNSW is committed to developing community safety and programs for prevention of accidents and other medical emergencies. The NSW ambulance service has worked with various stakeholders, including the communities they serve to develop various community education programs for various age groups. These programs include: Newborns-First Steps Program; Pre-school Children- Emergency Helpers Program; School Children- Triple Zero Kids Challenge Game; Adult- Access for Life Program; and Retirees- Life Live It Save It Program (NSW, 2012). Differences between Theory and Practice From the outset, the discussion above implies an impeccable management; that, not only has the organization at large adopted the theories forwarded to examine and explain the management of teams (and especially in a cross-cultural work setting), but its management is also doing an excellent job to follow up on the theories. However, this is not entirely true. An inquiry into the operations of the ASNSW, conducted by the NSW Legislative Council (2008), revealed certain problems in the actual practice, especially on its management and culture, as well as allegations of bullying and harassment incidences. The inquiry revealed that some paramedics had suffered bullying and harassment from their peers as well as managers. These were found to have caused anxiety, depression, self-harm, including suicide amongst the employees. All the while, the report noted, the management had failed to address and handle the problems. Cultural problems were some of the most serious problems faced in the organization. The report concluded that some managers had failed to foster a healthy and safe work environment. The report paid much focus on the ASNSW’s culture and management. It attributed some of these to the failures of the organization to cope with changes in the industry, e.g. increased demand for ambulance services, the shift of focus to budget and indicators of performance, a rapid technical and clinical change, and the professionalization of ambulance services. These changes have caused more distinct generational gaps, i.e. younger and more qualified employees versus old, experienced, but under-qualified staff (NSW Legislative Council, 2008). Part of the problem was the failure on the part of the senior management level to effectively oversee the implementation of the set strategies. Equally, the approach adopted was not effective, especially in the sense that it was not inclusive enough. For instance, the approach mainly focused on budget and the indicators of performance at the expense of the staff. Recommendations/Conclusions The key problem here is that diversity has not fully been integrated into the organizational culture. The executive sees diversity as a separate entity from the organization. In other words, it is the choice of anyone to follow the policies of diversity or not. The answer lies in ensuring effective integration of diversity into the minds of every single employee in the organization. But first, the executive must recognize and appreciate the role of diversity and be an example to their subordinates. Once diversity becomes a real part of the organizational culture, the rest follow. Bibliography Ambulance Service of New South Wales 2008. Disability action plan 2009-2014: future directions for ambulance. http://www.ambulance.nsw.gov.au/Media/docs/100805disability-3faef7fc-489a- 4c66-aa71-6e73aa579745-0.pdf [retrieved 8th May, 2012] Bhatti, AP 2009. Cross-cultural issues in HRM. Faculty of Business Administration: Simon Fraser University. Craig, KB 2008. Investigating teamwork competencies in the value chain of a selected wool brokerage logistics department. Dissertation: Nelson Mandela Metropolitan University, Business School. Jackson, T. (2002). International HRM: A Cross-Cultural Aproach. London: SAGE Publications Limited. Judge, R. & Boyle, M. 2010, Organizational Behavior, 6th Ed. Australia; Pearson Kreitner,R., and Kinicki, A. (2010). Organizational Behavior (9th Edition). New York: McGraw-Hill./Irwin Leigh, JSA, Beatty, JE & Szwed, PS 2008. ‘Team on teams: a collaborative inquiry’, Organization Management Journal, vol. 5, pp. 194-205 NSW Health 2012. Ambulance Service NSW. http://www.ambulance.nsw.gov.au/ [retrieved 8th May, 2012] NSW Legislative Council 2008. The management and operations of the Ambulance Service of NSW: Report 27. General Purpose Standing Committee No. 2, http://www.ambulance.nsw.gov.au/Media/docs/081020councilreport-83758ed3- d308-46ff-8a4d-0882822581fa-0.pdf [retrieved 8th May, 2012] Thomas, DC 2008, Cross-cultural management: essential concepts (2nd ed.) Los Angeles: SAGE Publications Limited. APPENDIX Appendix 1 Source: Adopted from NSW Health (2012) Appendix 2 Source: Adopted from ASNSW (2008) Read More