Organizational Behaviour: Motivation, Teamwork, Change and Stress Management

This article discusses the importance of motivation, teamwork, change and stress management in organizational behaviour. It highlights the impact of these factors on performance, productivity and well-being in the workplace. The article provides insights on how to improve these aspects in an organization and create a positive work culture.

Running Head: Organizational Behaviour 0
Organizational Behaviour
7/21/2018

Organizational Behaviour 1
Motivation Performance
Describe
I would like to centre this reflection on my personal opinion about the fact that I was
working in a company with full dedication and enthusiasm to achieve the target, and when
the time arrived to get reward and recognition, I did not get the same. Lack of rewards and
recognition results in the downing of my self-confidence, determination and resulted in
decreasing my commitment towards my work.
Interpret
From my above experience, if I would not get motivated my skills, competencies and
capabilities will not be enhanced and my performance will get affected. However, motivation
performance leads to higher productivity and strengthen the cultures as well as values of the
organization. Employees’ performance should be motivated by receiving continuous
feedback; Offer opportunities for advancement and incentives should be given.
Evaluate
After experiencing this event, I think this event has learned me a lot. Through this
experience, I realized that motivation performance is very crucial for the organization.
Management must consider the ways and means by which employees morale gat boost up.
They should provide them with challenges to enhance their skills and competencies and
opportunities for industrial growth and advancement (Eckerson, 2010).
Plan
It can also be applied in the future and it is very helpful for organization. This will help in
safeguarding the best possible utilization of human assets and building willingness in
employees towards their work and job responsibilities. I personally believe that employees
can remain faithful to the company only when they have a feeling of participation in the
management. This will build reputation and goodwill that will attract and retain qualified
talent into a concern (Gillet, Vallerand, Lafreniere & Bureau, 2013).

Organizational Behaviour 2
Team Work
Describe
I would like to point out I was working for an organization in a team but there is no
coordination and cooperation; completing the entire tasks can be substantial and it involves a
lot of stress. I fall ill in between and unable to achieve the tasks, there is no one to take this
responsibility to complete it and there I found a lack of teamwork. As working individually
takes a longer time to complete a project and in any case, we have to solve the problem on
my own. If loses confidence in between, then the person has to motivate oneself to complete
the work successfully.
Interpret
From my experience above, Good teamwork is essential for high performance in all
organization. It symbolizes that individuals are working together to share a common goal and
a purpose in cooperation with each other. This is because working together can develop
experience, enhance skills, and generate new solutions and ideas that are beyond the capacity
of any one individual.
Evaluate
After realizing the importance of teamwork in the organization, we must maintain
leadership with each team member and lead the team effectively. As every team member
considers each employee’s ideas as precious (Sheng, Tian & Chen, 2010). Teamwork at the
workplace has been established to distribute workload, increase efficiency, and establish a
culture in which each employee feels a sense of empowerment. Create a feedback
mechanism like performance appraisal, surveys etc.
Plan
I found that from a long-term perspective it could lead to better productivity, reduced costs
and produce greater profitability. It develops synergy, fosters responsiveness and removing
constraints, which may prevent someone from doing their job properly. Good teamwork
should result in industrial growth and development of an organization (Buljac-Samardzic,
Doorn, van Wijngaarden & van Wijk, 2010).

Organizational Behaviour 3
Manage change and stress management
Describe
I was working in an organization where I had to do the sales job, deal with clients, and
close the deal. I had so much work pressure and hectic schedule and had to sit for long hours,
which involve a lot of stress. This causes a change in behaviour, poor working condition and
anxiety issues (Seaward, 2017).
Interpret
From my experience above, we should manage change and stress in the workplace to
improve the health and well-being of an individual. It is constant and necessary for
profitability and growth. We should learn to embrace change and build a positive attitude;
minimize negativity then only it can be reduced.
Stress Management depends on how we tackle or handle the situation. Stress can be seen
in people’s behaviour (for ex. unmotivated, aggressive), physical symptoms (for ex.
Headaches, heart disease) or feeling (for ex. Fatigue, anxiety, depression). In the end, it will
add zest to life; freshen up the mood; minimizes pain and boosts immunity.
Evaluate
After realizing the fact that managing change and stress is better for an organization, this
regularly causes resistance to change and by serving employees better understand change, we
should make a working environment that is more open to change and open-minded. It will
increase engagement, enhance performance and reduces costs for successful growth in the
organization (Butterfield, Borgen, Amundson & Erlebach, 2010).
Plan
Managing change can happen in an organization in many ways-leadership, tactical,
strategic or technological changes. It plays an important role amid the implementation of new
technology. Therefore, to reduce the stress we have to recognize the source of stress in life
including our attitude, habits, and excuses.
References

Organizational Behaviour 4
Buljac-Samardzic, M., Dekker-van Doorn, C. M., van Wijngaarden, J. D., & van Wijk, K. P.
(2010). Interventions to improve team effectiveness: a systematic review. Health
policy, 94(3), 183-195
Butterfield, L. D., Borgen, W. A., Amundson, N. E., & Erlebach, A. C. (2010). What helps
and hinders workers in managing change. Journal of Employment Counseling, 47(4),
146-156
Eckerson, W. W. (2010). Performance dashboards: measuring, monitoring, and managing
your business. Canada: John Wiley & Sons.
Gillet, N., Vallerand, R. J., Lafreniere, M. A. K., & Bureau, J. S. (2013). The mediating role
of positive and negative affect in the situational motivation-performance
relationship. Motivation and Emotion, 37(3), 465-479.
Seaward, B. L. (2017). Managing stress (9 thEd.). U.S.A: Jones & Bartlett Learning.
Sheng, C. W., Tian, Y. F., & Chen, M. C. (2010). Relationships among teamwork behaviour,
trust, perceived team support, and team commitment. Social Behaviour and
Personality: an international journal, 38(10), 1297-1305