Organisational Behaviour Issues - Essay Example

? ORGANISATIONAL BEHAVIOUR Month, Year Organisational Behaviour Cambridgeshire County Council Table of Contents Table of Contents 1 Introduction 2 Leadership 3 Organisational Culture 5 Personal and professional development 7 Managing change 10 Politics and conflict resolution 11 Introduction Organisational behaviour is today one of the most studied issues in the management field. It entails not only the study but also the application of knowledge on how human beings and groups behave in an organisation. It assesses the kind of relationship that exists between people and their respective organisations, especially basing on the people, their groups, and the society as large (McShane and Von Glinov, 2003, p.208). Its super objective is to improve the relation between employees and their respective organisations. It creates a favourable environment for the achievement of not only human and organisational goals but also social ones (Wilson and Rosenfield, 1999, p.198). It builds its basis on management philosophy, its values and goals. The basis gives rise to the organisational culture, which in turn dictates an organisation’s leadership. It also determines not only communication but also the group dynamics that build the organisation (Schein, 1997, p.117). It is what inculcates motivation in workers, and eventually determines their performance and satisfaction. It also facilitates the employees’ growth as well as development (Mullins, 2007). My paper seeks to discuss organisation behaviour and how it affects the management of an organisation. This will be discussed with a deeper concentration on Cambridgeshire County Council so as to see how its management has employed the understanding organisation behaviour to make it what it is today. Of more interest will be how the Council employs motivation theories in making its employees to perform better at work. Diversity Cambridgeshire is a county council in Cambridgeshire, England. It came into existence in 1889, following the enactment of the Local Government Act of 1888 (Cambridgeshire County Council, 2011, p.1). It is an organisation which draws its employees from a variety of ethnic and racial backgrounds. It also employs people from both genders, irrespective of their age and whether they are physically disabled or not. Therefore, as an organisation of a diverse nature, the Council has put in place structures to accommodate everyone as it strives to benefit from everyone’s skills, innovation, and creativity. The Council attributes its success, partly, to its successful handling of its diverse nature. According to Mullins (2007), diversity in an organisation may lead to either its success or failure, depending on how it is handled. Therefore, it plays a very vital role in organisational behaviour. As such, every manager with a strong passion to succeed in their duties should not only try and understand the diversity within their organisation, but they should also effectively capitalise on it (Mullins, 2007). I believe Cambridgeshire County Council has been doing relatively well because its management has made sure that it has managed its diversity at optimum level. This has in turn helped the Council to make a big step in developing its employees. It has, in the recent past, dropped assimilation and highly promoted acculturation throughout its activities (Cambridgeshire County Council, 2010, p.1). Leadership The Council has also tried to move away, as far as possible, from a somehow dictatorial form of leadership it used to employ, to a kind of participative style. This has been a way of handling power and politics issues within the organisation. To gain cooperation from subordinate employees, managers treat organisational leadership as a political issue; whereby people the employees are allowed to participate in the organisational activities with limited boundaries, and clearly knowing what they are bound to gain from the activities (Steer and Bigley, 1996, p.302). Today its management invests so much on its employees. The management now more than before involves as many employees as possible in its major decision making processes. Most of the employees can now be entrusted with determining what to do and how to do it, even in the absence of the managers. However, even with the privilege to participate in decision making, the managers still have a bigger say in what the organisation engage in, with the executive director still having the final say as decision making is concerned. Unlike what many people may think, this leadership style has proved beneficial to the many organisations that employ it. It has not only improved the relationship between the management and other employees, but it has also made the employees view the organisation as theirs, thereby improving their performance (Rollinson, et al, 1998, p.157). This type of leadership is usually a form of a plus to any organisation that employs it since the management easily earns the respect of the employees due to the good working relationship that it carries with it (Mullins, 2007). This type of leadership is very appropriate for the Council, since the employees are so well informed and, therefore, have a lot of information which is very vital for the running of the council. As we all know, no leader knows everything Organisations, therefore, they have to work closely with the employees. In addition, the Council has very skilled employees due to the rigorous kind of training they undergo. The style has been mutually beneficial for the management and the employees in the sense that it has made it possible for them to become a team, a factor that has helped them make better decisions. The organisation’s model of operation is kind of a supportive one; one in which the management supports the employees to perform better (Handy, 1990, p.245). It also employs the collegial model, since there is a kind of partnership between the managerial and the other employees. This has promoted teamwork, which has in turn encouraged responsible behaviour and self-discipline among the Council’s employees (Hellriegel, et al, 2002, p.322). This has greatly improved the performance of the Council (Cambridgeshire County Council, 2010, p.1). Organisational Culture Improved organisational performance relies a great deal on organisational culture. All successful organisations attribute their success, partly, to and are sustained by a healthy organisational culture (Morgan, 1997, p.306). Therefore, the management of any organisation should try as much as possible to understand the kind of behaviour culture which is more appropriate for their organisation, and how the culture could effectively control people’s behaviour in the organisation (Mullins, 2007). The management of Cambridge County Council seems to have understood this. The Council has always insisted on training new employees on the kind of behaviour they are expected to uphold once they join it. Since this happens to every new employee, the existing ones always have a lot of influence on the new workers who tend to imitate how they behave. According to Mullins (2007), people’s behaviour within a culture depend on the type of behaviour emphasised by those who hold senior positions, and by the general behaviour required of all members. It is such form of culture that has undoubtedly maintained discipline in the Council, leading to better productivity and performance. For instance, the culture at Cambridgeshire promotes teamwork, and this is highly supported by the executive manager. This has made teamwork one of the pillars of good performance in the Council (Cambridgeshire County Council, 2010, p.1). Effects of motivation on organisational behaviour Motivation is another factor that plays a crucial role in shaping the behaviour of employees in an organisation. Motivation compels people to gain more interest in working in an organisation, while helping the organisation to better its services (McShane & Von Glinov, 2003, p.208). Motivation has a special way of playing miracles on people’s behaviour, changing it to the better. According to McClelland (1987, p.68), in his Achievement Motive theory, people will perform better if they have a strong need to achieve. As for Vrooms in his Expectancy theory, people perform better if they strongly believe that their actions are going to result in valuable outcomes (qtd. in Pattanayak, 2005, p.183). People who are motivated invest a lot of not only interest but also energy in performing their duties. They tend to work without supervision, but passionately to meet their targets. Behaviour tends to be goal-oriented. All people’s behaviour is directed by their desire to achieve a certain goal (Dawson, 1996, p.89). Therefore, managers need to have a deep understanding of their employees all the time. This will effectively help them in understanding the motives of their employees before they make any decision. It also assists them to know how these motives and even the employees’ needs trigger specific actions at a given time (Mullins, 2005). In Cambridgeshire County Council motivation comes in form of rewards and benefits to the employees. In order to improve the productivity of its employees, the Council has in the recent past introduced a number measures to improve the performance of the workers. First, the Council has given priority to employee development. This was very evident in 2008 when the organisation was recognised and accredited with the Investor in People status. This only shows how the Council is committed to providing better services. The Council has realised that in order to improve the standards of services it offers, it must invest in its employees. To make this a kind of perpetual process, the Council has put in place an Organisation Development and Learning Team. This has been entrusted with the sole duty of helping all employees with their learning needs. In addition, it also addresses the employees development needs (Cambridgeshire County Council, 2010, p.1). Personal and professional development Another way the Council has employed to ensure improved satisfaction among the employees is the emphasis on both personal and professional development. The Council believes that to improve its performance, it must develop its employees both professionally and personally. This is aimed at improving the skills within the employees. The skills in turn help the Council to enhance its performance since it has the required skills and knowledge for the task (Rollinson, et al, 1998, p.154). The Council holds annual meetings to come up with personal development styles for each year. The plan has to be approved by the majority, making the whole process as democratic as possible (Cambridgeshire County Council, 2010, p.1). Moreover, the Council has developed a number of learning programmes for its employees, both for their benefit and that of the Council. This is a duty given to the Organisational Development and Learning Team. The team has designed a number of courses that are offered to the interested employees. The courses offered include a series of formal qualifications. In addition, there are a number of shorter courses as well as day courses. These courses kind of cover a wide range of fields. Among the areas addressed are Office Administration and basic skills in ICT. The Council also offers formal accredited courses like Management Diplomas, Executive Management Diplomas. In addition, there are National Vocational Qualifications that range from 3-5. The organisation also allows flexibility in learning, just as it does with the working schedule. Having studied the behaviour of its employees, the Council has recognised that different people prefer learning in relatively different ways. As such, the learning style is open enough as to accommodate everyone. It offers formal kind of learning, with classrooms, for those who prefer the classroom learning method. For those who cannot attend classes, the Council has put in place vocational training to suit their needs. In addition, there is e-learning for those who cannot fit in the two styles. In special cases, the Council is ready to go as far as organising individual and tailored sessions (Cambridgeshire County Council, 2010, p.1). This is done to ensure that all employees get the necessary skills and knowledge that are necessary for delivery of quality services (Bratton et al, 2010, p.97). Again in an attempt to promote worker satisfaction and motivation, the Council has put in place a programme to help the employees balance between work and life. The Council has in most cases worked together with its employees in helping them to put a balance between work and their private life. This is applicable to all employees, including those at management positions. The Council has put in place flexible hours for work. Some employees have also had their working hours accordingly reduced to give them more time for other things. In addition, all employees are entitled to an annual leave. The leave ranges between twenty-three to thirty days. Moreover, they are allowed to rest during bank holidays. The management team tends to benefit more when it comes to leaves. The flexible working patterns make it easier for the various managers to format a trend of working which is convenient for each and every employee, depending on the services they offer and their circumstances (Cambridgeshire County Council, 2010, p.1). Another form of benefit that serves to motivate employees of Cambridgeshire County Council is the availability of pensions. There is Teachers a Pension scheme available for teachers within the areas under the jurisprudence of the Council. Employees are also given the Local Government scheme. The two carry with them some kind of pension based on the employees’ final pay. Employees get 1/60 of their final year salary as pension. However, this is not standard as it fluctuates with the fluctuating inflation rates. Moreover, there is death in service grants as well as ill-health cover. The employees are also allowed to increase their pensions or even transfer them. They also have options for taking lump sums when they return. Another benefit available to them is that the Council assists them to get additional benefits. For instance, they can access benefits attached to Healthcare as well as Childcare. In addition, the Council offers car loans to be paid with discounted interest rates. The employees can also be made members of the Cam card, thereby enjoying its staff benefits such as receiving discounts on a variety of local facilities, and when they purchase goods or services. The Council also has a programme dubbed, Adult Cycle Training-Bikeability. This programme allows employees to enjoy cycle trainings free of charge. This training is entrusted in the hands of the Council’s Road Safety Team. The programme has helped employees to gain more confidence while riding, especially on the road, since it has successfully helped them develop their on-road skills. (Cambridgeshire County Council, 2010, p.1). Management strategy and structure The management strategy and structure of the Council also, no doubt, has led to its maintenance of its status as one of the best employers in the UK. As such, it has created very strong links between its strategic objectives and its workforce issues. It has realised that in order to achieve its dreams, it has to build the most appropriate human resource (Robbins and Judge, 2007, p.122). For example, it has seen that its dream of achieving its plan in building local houses can only be materialised if it partners with district councils. This will help in pulling planners in Cambridgeshire. To achieve this, the Council has to recruit as well as retain its skilled employees. The Council also believes that to be more effective, it has to create leadership from the top. As such, it has put in place a people-strategy to inform its service-specific strategies throughout the county. A good example is Children’s workforce. This strategy has been supported by all managers including the executive manager. This is to give the workforce matters priority within corporate centre. This is in turn aimed at ensuring that corporate goals are achieved. This receives further support from the Council’s special approach that brings together all sections with a relationship to management of the people as well as learning and development. These are all directed to developing the employees (Cambridgeshire County Council, 2011, p.1). According to Mullins (2007), the structure of an organisation has a direct impact on its organisational behaviour and, therefore, the performance of its employees. The Council has put in place a special kind of structure that has successfully created a link between issues of its employees and its specific corporate policy. For instance, the Council (in 2007) successfully brought together its human resource and corporate strategy functions. The new group was headed by a director of people and policy. Interestingly, such a post does not exist in any other organisation in England. The new office has made it easier for the Council to give its workforce the needed priority, thereby improving the standards of its service delivery. This has also made it easier for the Council to attach the objectives of its employees in line with its own priorities. The Council has also employed the use of effective partnership working. In this sense, it has partnered with district councils, other public organisations, as well as organisations within the private sector. One such example of organisation in the private sector is the British Antarctic Survey. This has been a ploy to attract more employees to Cambridgeshire. It has built a good name due to its cooperation with Cambridge City Council, thereby building an unstoppable brand (Cambridgeshire County Council, 2011, p.1). Managing change The Council has always strived for embracing the latest technology and employing it in improving its productivity and accessibility to both customers and employees. In its attempt to create a more flexible working culture the Council has borrowed the expertise of Project Nomad. To cope with the emerging technological changes, the Council has put in place latest technology. The Council has evolved to the extent that most of its systems are now accessible from home by its employees by use of broadband. The Council is also putting in place other new range of mobile technology. A good example is the Council’s use of the digi-pens by social workers. This new technology is aimed at reducing the stress of workers being forced to go back to the office after coming from the field. This has in turn helped the employees to use more time on their caseworks instead of travelling up and down unnecessarily. It has also given the employees more time for rest, after completion of a duty, as they prepare for the next (Cambridgeshire County Council, 2011, p.1). Since emerging technological advancements affect the organisational behaviour of many organisations, Cambridgeshire County Council prepares its employees for the changes through the various change adoption strategies. For not so complex changes, the Council just holds briefing sessions with the employees to make them aware of the change (Pugh, et al, 1987, p.78). In some cases one-on-one meetings are held to show the employees how to switch to the new technology. In more technical changes special trainings are held to familiarise all employees with the new technology. As we have seen above, the Council works closely with other organisations. In case of a need for expertise advice, the Council does not hesitate to consult its partners (Cambridgeshire County Council, 2010, p. 1). Politics and conflict resolution Cambridgeshire County Council understands quite well the importance of conflict resolution in organisational behaviour. Conflict resolution management involves the extent to which a manager restrains those under them from engaging in violent conflict resolution methods. They encourage them to employ constructive forms of conflict resolution. The management uses the methods to help resolve disagreements among their juniors (Mullins, 2007). At Cambridgeshire County Council, a department that deals solely with conflict resolution has been established to make sure that disagreement among employees is appropriately handled to avoid violence, which may not only interfere with the relationship between employees, but may also paint a bad picture of the organisation. In addition, the Council understands that some conflicts may be within employees, and as such it is the employees who feel the conflict without having to confront anyone. Such conflicts stem from work pressure, family problems and any other stress causing occurrences and activities. To respond to such kind of conflict, Cambridge County Council has established guidance and counselling department, where employees go for pastoral care whenever they need such services. The services are offered for free and this makes them affordable to all employees. The department operates in such a way that a troubled employee may have to be visited to be visited at home for the counselling services if they cannot make it to the facilities (Cambridgeshire County Council, 2011, p.1). Conclusion There are various key principles that are considered by managers in ensuring group effectiveness. These include, having share goals; putting in place well-structured conflict resolution methods; procedures that guide all activities; and involving everyone in decision making process (Bowles, 2003, p.203). The Council seems to have had at least most of the principles into consideration to reach wherever it is. Like many other organisation, Cambridgeshire County Council has had both its ups and downs. However, as we have seen above, the Council has been working tirelessly to improve its services as it strives for excellence, and has been putting more structures in place of late. We can say that the Council’s success is mostly attributed to its management’s well understanding of organisational behaviour. Of much importance to the Council’s development is its giving priority of employee development and motivation, factors which have not only made helped the employees to earn more skills and knowledge, but also boosted their morale at work, thereby leading to eventual good performance. The Council’s management seems to have applied Vroom’s Expectancy theory, which sees employee motivation as more than just rewards. In addition to rewards, employees need to feel enticed by the rewards; especially by making sure they understand the real value of the rewards. They also have to be assured that the efforts they invest will assist them in achieving the rewards. Moreover, they have to be made able to work towards the achievements of the rewards (Pattanayak, 2005, p.183). The Council has also successfully applied Herzberg’s Motivation-Hygiene theory, which dictates that employers address motivational factors such as: growth, responsibility, achievement and recognition; as well as hygiene factors such as: policies, supervision, interpersonal relations, working conditions, salary, status and job security (Miner, 2007, p.47). Just like Phillips (1983, p.185) believes, rewards have helped the Council to not only attract and motivate its employees, but it has also helped it to retain its best employees. The Council has also considered Phillips ways of facing changes within an organisation, which include; training to make employees familiar with the changes and their importance, effective communication, and clearly setting out the benefits the employees are likely to get if they effectively help the organisation in achieving its goals (1983, p.193). It is because of a good understanding of how motivation of employees affects their behaviour that the Council has managed to come this far. Bibliography Mullins L 2007, Management and Organisational Behaviour, Tennessee: Pitman Miner, John B. (2007), Organisational behaviour: from theory to practice, Volume 4. M.E. Sharpe, p.47. Pattanayak, Biswajeet (2005), Human Resource Management 3Rd Ed. Delhi, India: PHI Learning Pvt. Ltd. P.183. McClelland, David C. (1987), Human Motivation. Cambridge: CUP Archive. p.68. Phillips, J.R. (1983), Enhancing the Effectiveness Organisational Change Management. Human Resource Management. Pp.185, 192. 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