Summary
Motivation and the concept of climate of organizations.
Any group or organization is made up of individuals, each of whom has their own unique pattern of motives. Motives are exposed to others in groups in their verbal or non-verbal behavior. The interactions of the motive patterns of the members of an organization are combined with the leadership style of the key people of the organization, the norms and values of the organization and the structure of this, to create the psychological climate of it.
Organizational climate is an important concept for the manager to understand, because it is by creating an effective organizational climate that he can direct the motivation of his employees. The effectiveness of org. It can be increased by creating the climate that meets the needs of the members and, at the same time, channels their motivated behavior towards the company's own goals.
The concept of motive is a relatively constant web of thoughts about power, achievement, or affiliation, and while a person's motive pattern remains fairly the same under propitious, unstimulated conditions, it is possible to awaken a motive in particular through suggestions provided by the climate of the organization.
One of the most important and widely accepted perceptions of social psychologists is that behavior is a function of the person and their environment. The behavior related to achievement, affiliation or power, is a function of the motivational interests of the person and their perception of which of these interests will be rewarded by the environment in which they are. So the tendency to act in an achievement-oriented way, for example, does not necessarily mean that the individual is highly self-motivated.
The manager can, by creating a climate of "achievement", stimulate achievement-oriented behavior in people with low motivation of this type.
Dimensions of the organization's climate
The task of creating a climate of achievement in a company is many times to modify the interests of the administration and the conformity with the power, offering warmth and support to each individual and communicating goals and norms of the org. But without pretending to control the means of achieving those goals. Performance is dramatically improved in climates where membership and achievement are prominent; and eliminated the emphasis on compliance with authority.
Climate analysis in organizations
To determine the organizational climate, it is necessary to determine what organizational climate they would like to have, ideally the group members, and diagnose how they currently view the organizational climate. A second way is to determine the differences between the ideal climate and the actual climate, and take steps to eliminate the discrepancies.
Elements used to determine the motivation and climate of organizations
- Conformity The feeling that there are many restrictions imposed from outside on the organization; the degree to which members feel that there are too many rules, procedures and practices that they must adhere to rather than being able to do the job as they see fit. Responsibility Members of the organization are given personal responsibility for achieving their share of the organization's goals; the degree to which members feel they can make decisions and solve problems without consulting their superiors at every step. Rules. The emphasis the organization places on good performance and outstanding production, including the degree to which members feel the organization sets challenging goals for them and communicates commitment to them to members. Rewards.The degree to which members feel that they are recognized for a job well done and are rewarded for it rather than ignoring, criticizing or punishing them when something goes wrong. Clarity of the organization. The feeling among members that things are well organized and goals clearly defined rather than cluttered, confusing, or chaotic. Cordiality and support. The feeling that friendliness is a standard of value in the organization; that members trust each other and offer support. The feeling that good relationships prevail in the work environment. Leadership The willingness on the part of the members of the organization to accept the leadership and direction of those qualified. As leadership needs emerge,members feel free to take on leadership roles, and are rewarded for their effectiveness. This is based on dexterity. The organization is not dominated by one or two individuals or dependent on them.
Decision making in organizations
It is not a logical process, but also a psychological one. It also depends on the gathering and logical analysis of the information of the characteristics of the members such as their motives, values and perceptions: of the characteristics of the group such as norms and styles of leadership and the characteristics of the organization such as the competence of groups and communication patterns.
Decision-making forms
- Autocratic: it means that an impersonal person, without consulting, without asking makes a decision Consultation or shared: the decision is made by one, but consulted first Group: the problem is shared with the whole group, consulted, studied, reports, to find a solution. Decisions are group or democratic Delegated: can be derived, it is delegated to a third party to make a decision.
What is a conflict?
The conflict appears when there are differences of thoughts, feelings or projects between the members of the group of the organization. These can be opposite or divergent: it is also not necessary that they be objectively so, it will be enough that they are subjectively perceived (by the same people) as a dilemma or crossroads.
The differences between the people that make up a group are what give it wealth. If diversity is accepted, the strength of the whole is born. If diversity is accepted, the strength of the whole is born. Conflict occurs when these differences do not have a space where they can be expressed or, although they are expressed, they are not understood by the group and therefore are not resolved.
Why and how do conflicts arise?
Interests are the forces behind all conflict; in turn, interests are determined by needs, values and objectives.
In any organization it is necessary to find ways to balance between:
- The opposing needs that every individual has to differentiate himself from the rest and to join the group. Individual interests and sectoral or organizational interests The distribution of power quotas.
Conflicts can break out in one of these different areas: interpersonal, group or interorganizational.
How are conflicts resolved?
The only principle of conflict resolution is to face them, because this represents in itself a principle of resolution. For this it is necessary:
1) define what the conflict is
2) recognize who is involved
3) understand the causes of the conflict
4) define resolution strategies
5) define the action to be taken, they can basically be assume, delegate and postpone.
Conflict resolution strategies
Negotiation: is the activity in which the parties that represent differing interests communicate and interact, influencing each other in order to reach a mutually accepted agreement.
Mediation: it is a type of negotiation in which a third party intervenes in the conflict resolution process, its function is to reach agreements between the parties, which they could not reach alone.
Process mediation, is where the third party can intervene without making decisions, and content mediation, the decision is made by the mediator.
Guiding questionnaire responses
- The organization chosen for this TP is the ENMyS “Del Centenario”. The climate in the organization, according to the test carried out, indicates that there is not much discrepancy between the ideal and the real, with which we would qualify the climate as good.
As it is possible to distinguish, mutual support and conformity between the individuals of this org. They are at the lowest level of qualification; Instead, standards, reward, and leadership are at the highest level.
The climate and the motivation that is perceived to carry out the tasks, is with a low conformity, but with responsibility, this is fulfilled by following the norms and rules of the institution to obtain a reward from it.
The leader guides the group maintaining a cordiality and support among its members to obtain its objectives by following, creating and modifying norms and rules in order to maintain the objectives.
- Conflicts are perceived from the students and teachers towards the directors of the Autonomous University of RE, these conflicts arise from the moment of lack of communication between the actors, the type of communication that should exist is vertical downward.
The conflict arises from the change of norms and rules that the institution wants to implement, the teaching body feeling affected by displacement of chairs due to higher training demands; and the students due to affectations of the study plan, schedules, uncertainties of the geographical place of study, etc.
The way to solve it, in our opinion, is by adopting a negotiation strategy. In which the parties communicate and interact, influencing each other. Before this, the parties must accept the existence of the conflict, assume it and propose to resolve it (this would be the position of the actors in the face of the conflict, it is elaborated and resolved).
- The decision-making characteristic of this organization is autocratic and delegated, according to the importance of the decisions, for example end dates, internships, teacher replacements, subject approval regime, curricular content, institutional regulations and rules, etc.
There are also consultation and group decisions, such as changes in chair hours, partial dates, etc.
- The objectives of the organization are to provide the best teaching to its students and future Marketing Technicians for which they are trained with very good teachers, in addition to providing seminars and instructional talks about the different topics that concern the student and potential. professional.
Our degree of commitment to the institution is to have regular attendance, meet the fixed delivery dates for practical work, attend the institution on time, try to have a constant and daily study of the chairs, comply with the established standards of conduct. by the institution to which we belong.
conclusion
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