Professional Documents
Culture Documents
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Culture in Organisations
Culture Definition: The human-generated part of the environment that is transmitted across
time and generations and leads to people within that culture developing shared meanings;
culture gives people standard operating procedures or ways of doing things. Often said to be
the ways things are done around here culture is a major point within an organisation as it
can lead to success or failure. It is important to manage culture and try and install one which
works well for the type of organisation, the objectives and goals the business has set and the
recruitment practices in place.
Organisational Culture Definition: The distinctive norms, beliefs, principles and ways of
behaving that combine to give each organisation its distinctive character.
Norms: How things are done, people are treated and the normal goings on in a business
day to day. This is influenced highly by the employees in the company, as these are the
ones which spend the most time interacting with each other.
Beliefs: These are the thoughts employees have, they can either be installed by the
employer, and for example the belief that all work should be done to the highest standard
despite the amount of time it may take. However, employees have beliefs which they
learn themselves, such as the fact that everything may have to be done to the highest
standard despite the time taken, yet as they have targets to meet in terms of when tasks
should be achieved, this isnt true and the belief isnt there.
Principles: Principles are what the company sets out to do, for example Googles Dont
Be Evil.
Arnold (2010)
Cultures in organisation are defined by how the organisation is run, how the personalities
within the organisation interact with each other and also how the structure of the company is
set out. We can see this when we look at how different counties operate, for example the
French are very self-righteous and therefore stick up for what they believe in, hence why they
have blocked motorways when fuel prices have risen and chopped of their leaders head when
they didnt agree.
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What is a Team?
A team is a group of people, each of whom possesses particular expertise; each of whom is
responsible for making individual decisions; that together hold a common purpose; who meet
together to communicate, collaborate and consolidate knowledge, from which plans are
made, actions determined and future decisions influenced.
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Job Design
Definition: Job Design, which can also be called Work Design or Task Design, is the
process of assigning tasks to a job, including the interdependency of those tasks with other
jobs. It is to help improve the employees relationship with the job in hand and increase the
quality of the product or service at the same time. Job Design has an importance within
keeping an organisation at the right standard of work and employee ethics.
The following are some definitions by scholars in the field; this may help as they are a good
way to start off an essay question within an exam.
Job redesign: collective name given to techniques designed to increase one or more of
the variety, autonomy and completeness of a persons work tasks
Job characteristics model: a job design model that relates the motivational properties of
jobs to specific personal and organizational consequences of those properties
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Work Situation Attitude towards the actual job; pay, co-workers, working conditions,
etc. This will influence how the culture is in the company; how people see the work
situation will change their behaviours. If they believe they are not being paid enough,
they may well act out behaviourally.
Personality The way someone attitude is in the first place. Completely dependent on
the actual employee and a reason why the hiring process can be such a big part of a
business, to ensure that they hire the right personality, the right person whose attitudes
and behaviours fit in with those already working in the organisation.
Values What comes out of the work. The attitude towards the standard of work.
Social Influences What co-workers, managers etc. attitudes are like. If fellow coworkers are lazy, then the attitude is likely to by well why should I work harder? and
this will cause the behaviour of not working hard enough just because others are.
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Motivation
Motivation Definition: The reason or reasons to act in a particular way. It is what makes us
do things and carry out tasks for the organisation. However, motivation is often used as an
excuse, a lack of motivation for not doing anything. This is why in an organisation discipline
needs to be used, to inspire the fact that motivation isnt always needed, but discipline to get
the job done is.
What is Motivation?
Motivation is that which energises, directs and sustains behaviour
Motivation is important within organisations because managers need to know how to
motivate their staff, so that they work harder, enjoy work life more and in turn generate more
profit for the company. Its important to know; how people are motivated, why people are
motivated and also how the manager themselves are motivated, because if they arent then it
is very unlikely that the rest of the team will be.
How to Motivate Employees
Although everyone is motivated differently, as they require different things to make them
happy and content, there are a set of aspects which will normally work on most people.
Money
Health Care
Flexitime
These are just a few, if we dive more into the theories though we can see a lot more:
Common-sense Theory Definition:
McGregors theory started off because he believed that every person has a different reason to
get out of bed in the morning, a different reason to go to work and earn money. Some people,
who are put into the Theory X, work to just get money, they dont care about anything else,
any other benefits. Others, put into Theory Y go to work to get independence and improve
their life. The outlines of these theories are shown below;
Common-Sense Approach 1 Theory X
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Without control they will pursue their own goals, which will be contrary to those of the
organisation.
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Instrumentality If you dont think the outcome will affect anything, then you wont be
motivated to try and make that outcome the best it could be.
Expectancy If expectancy is low, this means that you dont expect the outcome to be good
no matter how hard you try; therefore there isnt any point in trying, leading to no motivation.
Porter and Lawler
Porter and Lawler went on and made the above theory a bit more complex and in-depth. To
do this they identified 9 different factors which affected work motivation, which are as
follows;
1. Perceived value of rewards
2. Expectation that performance will lead to reward
3. Effort
4. Individual abilities and traits
5. Role perceptions
6. Job performance
7. Intrinsic rewards and extrinsic rewards
8. Perceived equity of rewards
9. Job satisfaction
Vroom (1964)
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Participation Objectives
This proposition helps to make people feel more involved with their working lives, therefore
making them much more interested in actually completing the goals. Commitment is
increased.
Knowing the results of the last objectives
Allowing employees to know what was achieved in past objectives will help them strive to
beat them, increasing performance and results.
However, there are some implications of the Goal-setting Theory (Locke and Latham, 1990),
mainly due with overuse of the above propositions. These implications are noted below:
Setting goals which are too hard to achieve. This could lead to dissatisfaction in the
workplace and lead to less results.
Not being specific enough, which could lead to people missing out parts of the objective
and therefore not actually meeting them.
Allowing employees to participate too much, which could lead to easier objectives being
set, or objectives which arent relevant to the company.
(Locke and Latham, 1990)
Herzbergs Two Factor Theory Definition:
Frederick Herzberg came up with a theory which would look into what caused job
satisfaction and what caused job dissatisfaction. Factors which influenced making a job
satisfying were called Motivator Factors whilst factors which made a job dissatisfying were
named Hygiene Factors. Below are what both of these sets include;
Hygiene Factors
If these factors are not present, they will cause people within the organisation to become
dissatisfied. For example;
Motivation Factors
When these factors are present, people within the organisation will become satisfied. For
example;
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Achievement
Recognition
Responsibility
Job Satisfaction
Personal Development
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This hierarchy of needs came under some criticisms, mainly due it being too vague in
explaining what people need to be motivated. As well as this many people think that certain
aspects of the hierarchy should be further up, or further down, showing that the diagram
made is very individualistic.
Modified Needs Hierarchy Model
To overcome these problems, Alderfer came up with his own version of the hierarchy. His
Modified Needs Hierarchy Model puts Maslows 5 levels into just 3, which are;
1. Existence needs Physiological and safety
2. Relatedness needs Love and belonging
3. Growth needs Potential and self esteem
He also made a point that one level didnt need to be satisfied to reach the other, therefore
catering for more peoples motivation needs.
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What is Perception?
The process of selecting, organising and interpreting information in order to make sense of
the world around us
The dynamic and complex way, in which individuals select information (stimuli) from the
environment, interpret and translate it so that a meaning is assigned which will result in a
pattern of behaviour or thought
Perception in Organisations
Often the main aspects of perception in an organisation is how an individual views others, as
this can be a major point in how that person will behave within the business. It is also a
aspect of how an individual is motivated within an organisation. If they preserve people in a
certain way than they may believe they are disliked, not listened to or ignored by this person
and therefore their motivation to do anything will be far smaller. This is why in organisations
there needs to be a way of making sure employees fit before being hired and then when they
are hired their first perceptions of others need to be good.
To achieve a good first impression companies will often introduce new employees and
current employees in ways which show off key skills, highlight the importance of these
people to the team, so that perceptions are built around positives instead of negatives. The
perceptual process is how organisations cope with the aforementioned.
Perception Process
1. Receiving Stimuli Picking up all external and internal factors.
2. Selecting Stimuli Selecting the stimuli which will be most important This is where
the introduction of new employees is important, they need to be presented in a way where
the selected stimuli are positive.
3. Organising Grouping and selecting which are the perceptions to keep.
4. Interpreting Fundamental Attribution Error, stereotyping, Halo Effect and projection.
5. Response The perception is then turned into attitudes, motivation, feelings and beliefs,
which will change the behaviours of the individuals.
Theories of Perception
Fundamental Attribution Error Definition:
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The tendency to focus on the individual and reasons why they did something, based upon
their personality, whilst overlooking external factors, such as social aspects and contextual
influences.
The Fundamental Attribution Error often means there are false reason why something
happened, we have to look into why something happened, but look at it in a broad way, not
just straight away looking into peoples minds and behaviour. We must look at the external
influences to gain a proper picture of what is going on.
Below I have provided some examples of individual factors which affect people;
We can now look at some context factors which may be affecting how someone works,
or say how a shop operates;
Competition
Not enough demand (sales going down)
Taxes rise
Social problems
Political problems
Economic problems
Technology problems
Now we can have a quick look at group factors which affects employees and their
businesses;
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Reification
This theory proves to us that we interpret situations using experience, not just what we are
seeing at that moment in time. For example, if we see each corner of a circle, but dont
actually see the circle, we will still interpret it as a circle. Take a look at some examples of
this below;
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Continuation
When looking at images our eyes naturally follow the line, or curve, therefore leading us to
something else. This can be used on organisations and management because it shows
direction, creating images that the organisation is moving forward. Take a look at some
examples of this below;