You are CEO of the company that just made a purchase of another organization, explain why changing the culture of that organization is a difficult task? Describe what steps are you going to take in socializing the new employees into your company and make them part of the organization’s culture?
Changing a culture of an existing organization is difficult since there are already established values and a purpose that has been instilled into the staff. Since culture is often a reflection of management and leadership, a takeover will most likely result in certain changes. Any radical change is difficult because people have a natural fear of the unknown, choosing to work in their comfort zone. As part of the change, both companies will have to make compromises and adapt to a potentially challenging transition.
An efficient function can be established only if values are shared and desired by the population. They cannot be forcefully imposed, with various barriers existing to implementation that can be overcome with dialogue and natural evolution of organizational culture. A collective socialization structure would focus on accommodation tactics through the introduction of specialized training and orientation programs. Staff can be provided with social skills training and constructive feedback on performance. Through competent supervision, new and potentially challenging assignments can be introduced.
All these aspects focus on motivating employees in the attempt to increase job performance; therefore, setting a clear direction toward a goal-oriented objective. Often, a vision is set for an organization without a clear strategy for its implementation. Everything should be clearly defined including management structure and governance mechanisms. Behavioral norms should be set as an example starting at the level of executive management. New employees should experience value and trust as part of the cultural spirituality that coexists within the work environment. Through competent training, guidance, and mentoring, employees can strive to integrate into the new culture.
How can a person develop more Conscientiousness in the work environment? If you are a manager how you evaluate the steps that are needed to be taken in order to encourage the employees to be more Conscientiousness? How we will encourage them?
Conscientiousness in a work environment is directly correlated with job performance. This includes employee motivation, satisfaction, retention, attendance, and productive behaviors. One of the indicators of high conscientiousness is a strong commitment to the job, which is exhibited through dedication to each project. A conscientious person is well-organized, thorough with details, responsible with deadlines, and respectable to colleagues. They are incredibly focused and disciplined in good work habits. These types of employees take pride in their work effort and expect to be valued by the company.
As conscientiousness is a high-value trait in employees, management should use personality assessments to identify individuals with this potential. It can be used as the selection criteria for any new hires and internal promotions. Conscientiousness is a trait that is difficult to encourage since it is most often an inherent part of the person’s character. However, the overall behaviors of a conscientious person can be instilled through motivation.
The drive behind conscientious employees is to produce the best result, which would lead to personal and career success. A similar approach can be implemented collectively through goal-focused leadership. Managers can set concrete objectives and values that should be achieved. Conscientiousness is enabled by setting examples and expectations that lead to the necessary behavior traits. It is critical to align employee achievements with the organizational goals as a lack of clearly defined objectives leads to confusion about job expectations.
Self Awareness is recognized as an important ingredient of effective leadership, a spouse that you are responsible for creating a leadership development program for government organization within UAE, explain what activities or process would you introduce to help this participant in this program contracting the development for better self-awareness personality values?
Self-awareness is a critical aspect of leadership that centers around knowing oneself. It is based on honesty and realizing one’s strengths, and most importantly, weaknesses regarding job performance. It is part of recognizing personal values and principles that compose the person’s emotional intelligence. In turn, the values guide decision-making needed for organizational leaders. Self-awareness can be developed through proper coaching techniques that encourage perception and reflection as part of personal insight.
A large part of self-awareness is exploring personality. A variety of activities exist to determine personality traits. This may include psychological assessments, behavioral and lifestyle preferences, and an analysis of past experiences (and how they shaped one’s current personality). Without guidance and consideration, most people do not realize their habits or behavioral traits which are based on individual emotions or needs.
Furthermore, reflection activities to identify values, interests, and motivations will help to assess such things as job-satisfaction and fit in the work environment. Finally, it may be helpful to assess general leadership, communication, and job-specific skills. This can highlight areas of weakness that need to be improved through education or training. Overall, exploring these aspects of self-awareness can help a leader to receive feedback and form a plan for professional and personal improvement.
Motivation theory can be classified into two different approaches, 4 content theories and 3 process theories, Discuss which of the content or process theory do you believe give the best explanation about motivation? Which one of the two approaches best explains motivation (content or process)?
In regard to job-related performance, Herzberg’s two-factor theory provides the most comprehensive explanation about employee behavior and motivation. It highlights the critical part of motivation which is based on job satisfaction. The theory accurately splits job satisfaction into two aspects, namely hygiene and motivation. Hygiene is essentially an environmental and logistical factor that every employee in any industry would be concerned with as it directly affects their working conditions and rewards. These do not directly correlate to motivation but serve as the primary needs for any employment.
Poor satisfaction with these factors would result in a significant drop in participation and performance. Furthermore, the motivation factors are essential aspects that employees desire in order to be satisfied. Therefore, if these benefits are rewarded, they serve as motivators for improvement. Although the theory has been criticized for lack of detail and reliability, it provides the general perspective of what motivates the majority of employees in the workplace.
Overall, the content theories present better explanation factors to motivation. Process theories can be relevant but often focus on secondary aspects of employee behavior that are often ignored. Most employees in an organization maintain their job as a means of income and survival for their families. They are concerned about fulfilling basic needs before focusing on more complex aspects of organizational performance.