Orgnaization behaviour - Case Study Example

Organizational behavior Organizational Behavior A team should have its member possessing a wide set of complementary skills needed to complete an official task or job. They should also operate with high interdependence, share responsibility and authority for self management, be responsible for general performance, and work towards a common goal. However, improvement of the team in handling tasks requires the combination of traits from its members. These traits can be improved through identifying areas of team interests that each member desires (Stogdill, 1963).

Understanding the Numerical Significance Related to Team MotivationThe areas of team interests are determined by how well the needs of each member are met. There is a relationship between the team needs and motivation. Having various motivators in a team leads to satisfying the needs of each member of the team. Motivators persuade team members to offer their best endeavors in tackling a professional task. It regulates the individual’s internal energy and stimulates him or her in action (Stogdill, 1963).

Our Team’s Motivators and NeedsThere are a number of reasons why team members require motivators. The first one is recognition. Every member of the team would desire to be appreciated for what he or she has done for an organization. This leads to personal satisfaction since the member feels that there are special privileges and benefits obtained from participation in the team. The second one is power. Motivators such as job promotion provide opportunities to compete for authority and responsibility within as an organization (Stogdill, 1963).

Every member in a team has a passion of either being an expeditor or an administrator. These two positions are highly ranked interests because they hold the highest levels of authority and well paid as well. Team members also require motivators for affiliation. They need to feel satisfied and belonging to the team. Areas our Team is Not Motivated ByOur team is made up of five members and they include: Nasser Alsahla, Christopher Coutu, Riley Vary, Abdullrahman sawaf, and Mohammad Alshahrani. Their abilities were analyzed by the birkman method to identify areas where they were least motivated.

Two areas with the lowest scores were identified and include planning and administrating. The least motivated individual in planning were Nasser Alsahla and Riley vary both scoring 3 points. On the other hand, in administrating the least motivated were Mohammad Alshahrani, Nasser Alsahla , and Abdullrahman sawaf all scoring 8 points (Stogdill, 1963).The least motivated members of a team fail to succeed in an organization and adversely affect other members in the team. In the area of planning, Nasser Alsahla and Riley vary were least motivated because of a number of reasons.

First, maybe they felt unappreciated after communicating their planning and innovative ideas. Second, they might have been experiencing miscommunications. May be there were withholding of free flow of information on how to carry out plans (Stogdill, 1963).In the areas of administrating, Mohammad Alshahrani, Nasser Alsahla , and Abdullrahman sawaf were least motivated due to a number of reasons. The first one might be lack of clarity on how to conduct the administration work such as leadership.

This left them floundering at work. The second one might be too much administrative work. May be they felt overburdened with work from the task-oriented organization. The third one might have been the mistrust of handling general administrating work. May be other team members did not see their potential abilities of performing tasks such as indirect communication and organization management. ReferencesStogdill, R. (1963). Team achievement under high motivation. Columbus: Bureau of Business Research, College of Commerce and Administration, Ohio State University.