Motivation and Organizational Culture
July 19 2015
Motivation and Organizational Culture
There is an important management role that should in place in workplace psychology. In this paper, I will be discussing a situation with Japanese immigrant by the name of Ayame. Ayame is employed as a project manager for a pharmaceutical company. The management style for this pharmaceutical company is confrontational, and interferes with Ayame’s cultural beliefs. This particular style of management makes Ayame’s ability to receive feedback difficult to recieve, and affects her motivation to perform. In this discussion I will explain the role management Ayame should play in workplace psychology, how Ayame’s cultural beliefs might affect the way she receives feedback, and describe motivation techniques that could be implemented by management to increase Ayame’s motivation.
Psychology is the study of human behavior. Included in this, are the human thought process and human emotion. Psychology helps us in the understanding of human nature and how we interact with other people. When you combine psychology and the workplace together, it is basically the way an individual thinks and act in the workplace towards other employees. Management is an individual who supervises others work progress on the job. Management is usually over an entire department or facility, which gives them the role of superiority in the workplace. With a role as such in the workplace, a strong trait to have to is the ability to motivate an individual on the job and have the proper tools to do so. (www.mcgraw-hill.co.uk)
Management has certain expectations and views of the employees they supervise. These views not only affect the employee’s performance but the way they view management as well. Management wants their employees to view them as an individual who is fair, and understanding. They also have certain expectations of how the employee should be doing their job. This may seem like a confrontational style of management to Ayame. The management is being straight forward and combined with the position of authority is coming across as confrontational to the employee, and makes her feel uncomfortable. This management style might be interpreted as rude or disrespectful. That should not be the case though with this type of management. There are certain times to use different types of managing. This one in particular may be perfect in a setting where one is trying to get a product or service accepted. The pharmaceutical company’s goal is to sell their product as the best, and this aggressive approach would be the best for that. (ianbunn.com) Ayame’s culture views this type of confrontational behavior as disrespectful. It is not appropriate in the Japanese culture, and is offensive. It may be affecting her to give her best performance to do her job because of the negative feedback she feels. She is not use to this type of approach in her culture. She will have to learn to balance this style and negative feelings, and push back to achieve a positive result. It becomes and give and take to have the desired result. (www.systemsandus.com/balancingloop) There and many management approaches that can be implemented to increase motivation. In Ayame’s case, management can use is development of employee potential. This approach will give Ayame the ability to bring new perspectives and ideas to the job. By giving Ayame the ability to develop the necessary skills to handle a confrontational approach it will allow her to grow and advance on the job. By offering her the opportunity to excel by giving developmental work assignments, this will provide Ayame with a lot of experience in different areas of the job. This will in turn motivate her to carry out pharmaceutical job duties without the fear of negative feedback. Some employees feel more comfortable with informal interactions on the job. (Robbins, DeCenzo,...
References: Fundamentals of Management: Essential Concepts and Applications, Seventh Edition, by Stephen P. Robbins, David A. DeCenzo, and Mary Coulter. Published by Prentice Hall.Copyright © 2011 by Pearson Education, Inc.
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