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Discipline in the work place Being disciplined in the work place actually means that you either have a god leader or are a part of an efficient team. When you " re in charge of putting together a team within the organization, it is very challenging. There are three different steps that need to be achieved to make an effective team, which are, team making and development, employee motivation, and leadership. The first step to address is team making and development. One stage of group development a team must go through is forming. This stage is to find the groups purpose, structure and who is in charge.
The next stage is storming, which is characterized by intra group conflict. The third stage is nothing, which determines the rules within the group. The fourth stage within group development is performing, which is getting together and getting the task done. The final step within group development is adjourning. In this stage the group prepares to disband and the attention is directed at wrapping up activities. Once the team goes through group development the basic group concepts of behavior needs to be defined.
The group concepts of behavior are roles, norms, conformity, status systems, group size, group cohesiveness, and conflict management. The first concept, roles, is a group concept that refers to certain expected behavior patterns. In a group, individuals are expected to perform certain roles because of their position in the group. For example, taking the role of task accomplishment or maintaining group member satisfaction.
One problem that arises in understanding role behavior is role conflict. Role conflict arises when individuals play multiple roles and is confronted by different role expectations. Another basic group concept is norms. This concept is a set of behaviors the group is expected to abide by. For example, following a norm of effort and performance or dress. The next concept is conformity, when individuals feel the need to be accepted by groups to which they belong.
Status is a level of prestige you have in a group. Characteristics such as, education, skill, or experience may informally or formally confer status in a group. Group size and group cohesiveness is an effective part of basic group concepts. Group size affects the group's overall behavior because small groups are faster at completing tasks than larger ones. But if they are involved in problem solving, larger groups are much better and are good for getting diverse input. When groups are large, some individual members reduce their individual efforts and contribution which is known as the free rider tendency.
Group cohesiveness is the degree to which members are attracted to a group and share the group's goals. Highly cohesive groups are more effective. When the group's attitude aligns with its goals or with the goals of the organization, the more its members will follow its goals. The final concept of behavior is conflict management, which are the incompatible differences that result in interference or opposition.
When people in a group perceive that differences exist, then there is conflict. Other types of conflict within groups are traditional conflict, human conflict, and interaction ist conflict. There are several ways of making an effective team. One way is developing clear goals.
An effective team should have a clear understanding of the goals to be achieved and they are committed to the team goals. Another way is relevant skills. Having relevant skills such as, interpersonal and technical skills is important in high performing teams. Mutual trust is another goal towards an effective team. When the members of a group believe in the ability, character, and integrity of each other there is mutual trust. The second step to address is employee motivation.
The early theories of motivation represent the foundation of the contemporary motivation theories and some managers continue to use the early theories and terminology in explaining employee motivation. The three early theories of employee motivation are Maslow's Theory of Need, McGregor's Theory X and Theory Y, and Herzberg's Motivation Theory. Maslow's hierarchy of needs theory is one of the best-known motivation theories. Maslow was a humanistic psychologist that felt that every person has a power structure of five needs, which are physiological, safety, social, esteem, and self-actualization needs.
Douglas Mcgregor's Theory X and Theory Y is known for his formulation of the two sets of assumption about human nature. Theory X shows a negative view of people and assumes that workers have little ambition. Theory Y presents a positive view and assumes workers can exercise self-direction and seek out responsibility. Herzberg argued that an individuals relation to his or her work is a basic one and that his or her attitude toward work determines success or failure. Herzberg had two views, motivators and hygiene factors. Motivators were factors that increase job satisfaction and motivation.
The Hersey and Blanchard's situational leadership theory is a leadership contingency that focuses on followers readiness. They argue that successful leadership is achieved by selecting the right leadership style. SLT is a spin off of Fiedler theory but a little more advanced. They came up with four specific leadership styles, which are telling, selling, participating, and delegating. Telling and selling are listed as high tasks in leadership. The next theory is leader participation model.
This theory relates leadership behavior and participation in decision making. The model argued that leader behavior must adjust to reflect the task structure. Leadership styles in the vroom leader participation model need to decide consult individually, consult group, facilitate, or delegate. In the path-goal theory, which states that its the leaders job to assist his or her followers in attaining their goals and to provide the direction or support needed to ensure that their goals are compatible with the overall objectives of the group or organization.
A leaders behavior is motivational to its followers. An effective leader is directive, supportive, and achievement-oriented. This theory assumes leaders are flexible and can display any or all of the leadership styles depending on the situation. The leadership styles of women are more democratic and participative.
They are more likely to share power, information, and rely on their charisma. Women also tend to use transformational leadership by motivating others, forming their self-interest into organizational goals. Men, in contrast, use a directive command and control style. Men tend to use transactional leadership, rewarding for good work and punishing for bad. These differences between men and woman impact an organization greatly. The type of leader you portray affects the job effectiveness from employees.
When their peers, employees, and bosses surveyed women, they score higher than the males. In all actuality women tend to listen more than men do. This does not mean that men cant be effective leaders. An effective leader uses a little bit of all styles to get what needs to be done. In most cases, teams lead organizations to engage in higher productivity. However, the effectiveness of a team is influenced by both internal and external factors.
Internal factors include clear purpose, informality, participation, listening, open communication, shared leadership, consensus decisions, and clear role and task assignments. The firstly internal factor related to team effectiveness is clear purpose. High performance teams have both a clear understanding of the goal to be achieved and a belief that the goal embodies a worthwhile or important result. Although the team leader has certain administrative, and bureaucratic responsibilities, leadership functions shift from time to time among team members, depending upon the needs of the group and the skills of the members. On one hand, they help the team reach its goal, accomplish an immediate task, makes a decision, or solves a problem.
On the other hand, they make the team focus on how to accomplish tasks. It is the interpersonal glue that helps maintain or exploit all our teams resources. The establishment of shared leadership ensures the team effectiveness. Clear role and work assignments is a catalyst to stimulate the team effective. Every team member has a formal job with a series of functions often defined in a job description or specification. The concept of role goes beyond a listing of tasks to the expectations a specific team member has about his or her job and to the expectations that other team members have about that job.
The work of the team will not be optimized if team members do not know what others expect of them or if there is a conflict in expectations. Awareness of the importance of roles is essential to the success of a team. Each members relationship to the team must be defined in terms of the role to be assumed and the results the role is to produce. Eventually, any team effort boils down to the assumption of individual responsibilities and accountabilities. In short, each member of any successful team must understand at the outlet what he will be held accountable for and measured against in terms of performance. Bibliography Begley, J. (1999).
Team Management. New York: Random House. Donnellon, A. (1996). Team talk: The power of language in team dynamics. Boston: Harvard Business School. Harvey, T.
R. , & Drove, B. (1994). Building teams, building people: Expanding the fifth resource. Lancaster, PA: Tech nomic. Mitchell, R. (1986).
Team building by disclosure of internal frames of reference. Journal of Applied Behavioral Science, 22 (1), 15 - 28. Richardson, A. (2001). Contemporary Organizations. New York: Harper Collins, 2001. Worchel, S. (1992).
Group process and productivity. Newbury Park, CA: Sage.
Free research essays on topics related to: leadership styles, employee motivation, effective leader, effective team, role conflict
Research essay sample on Employee Motivation Leadership Styles
