Team Dynamics and Organizational Behaviors

This article discusses the importance of team dynamics and organizational behaviors in an organization. It covers topics such as cultural awareness, motivational theories, and behavioral psychology and how they play a role in employee management. The article also provides examples of organizations that have successfully implemented these theories to enhance employee productivity.

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2 Team Dynamics and Organizational Behaviors
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2 Team Dynamics and Organizational Behaviors
Executive Summary
Every individual has deep-rooted cultures that they ascribe to and believe. It is due to
one's family background, race, gender, age, geographical location, and language. These cultures
define the behavior of an individual. It is essential to understand these cultures when interacting
with individuals in an organization. Cultural differences are expected to arise in every
organization due to the diversity in the world today as stated by Ashkanasy and Humphrey,
(2011, p.221). Cultural awareness through accepting and understanding our own cultures while
still respecting those of others is vital to the success of any organization. It was the case in the
class activity.
Introduction
Organizational behavior is defined as the way people interact with one another in a group
setting, especially with their workmates. The study of organizational behavior is mainly directed
to the management of employees in an organization. Research has introduced different models
and approaches that have defined and explored the topic of organizational behavior. The main
aim, however, is to ensure that the management can use the right tools to properly motivate its
employees to be proactive in their jobs as researched by Elangovan, Pinder, & McLean, (2010,
p.433). When employees are at their optimum performance, they are likely to yield more returns
for the organization.
Cooperation in every group to achieve a frequent target is what assists in the
achievements of those objectives. Our activity needed to portray the importance and dynamics of
teamwork. They were experienced in the first phase when we came together in the group as

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stated by Andersson, Jackson, & Russell, (2013, p.153). Each member had his/her fear and
beautiful relationships that were to be formed. Personal opinions on little matters that would lead
us astray from the aim of the group arise. However, after some time we listened to each other and
started having conversations. There was order, and the group members gained a shared focus on
the vision of the group. It led us to the second stage where we had to divide the roles that each
member would take. The group was more comfortable in airing its opinion to one another.
Members sought clarity on the issues that were vague. I also observed that there were members
who were not satisfied with the roles that they got. It led to the compromise of other group
members to accommodate each member as researched by Salehi and Gholtash, (2011, p.309).
Due to issues like these, some disagreements arose, and the group leader had to step in to assist
in resolving the conflict. Some members asked for rewards if they completed their roles and
some suggested a form of penalty for those who would not play their roles.
Motivational Theories
Group members who had formed alignments due to their shared perceptions started to
show a sign of tolerance. The conversation got intense and different views were aired in a non-
conflict manner. The group leader gave direction while other group members gave
recommendations. Some group members were highly informed and creative in the exercise the
interaction had a sense of cohesion. Members felt a sense of reassurance and belonging in the
group. I noticed that some other groups ad disagreed and were no longer cooperating in the
exercise as stated by Pieterse et al. (2010, p.611). These groups probably had the wrong
leadership, or the group members had not tolerance of each other.
Our group leader showed commitment and passion by seeking every group members'
idea and views before going to the next issue of discussion. Divergent perspectives were

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tolerated by the leader, and he gave space and opportunity for every member to debate their
opinion in a respectful manner as discovered by O'Boyle, Forsyth, & O'Boyle, (2011, p.54). The
leader was audible and precise in his statements. He made sure that his information in
communication was direct and consistent. When conflicts arose, he made his stand very clear
that the group should take part in the resolution of the matter. It means that the resolution process
was not biased. When decisions that required other members to debate and resolute on, the group
leader delegated this to other members. He also suggested that we should all be accountable for
the roles that we were expected to play and to report to him in case of any difficulties.
Behavioral Psychology
The relationship between motivation and management is significant. Employees when
given enough motivation by the management yield higher results. Taking into consideration that
motivation is caused by desire an ambition. Using Maslow's theory and hierarchy of needs, he
states that it is crucial to fulfilling one need before going to another. This theory applies to every
organization. The management should be in a position to notice what aspects are missing for
better employee performance and actualize the fulfillment of those needs. Motivation may vary
with different employees requiring different things as discovered by Moore et al. (2012, p.30).
Research shows that in organizations where salary increase is a norm, money stops becoming a
motivator while it shows that when employees get older the more work gets exciting me. The
more motivated they become.
Many organizations for employee motivation can take standard measures. In the case of
an employee experiencing a personal problem that the organization is aware. The management
may decide to be sympathetic and assist the employee as researched by Li, Liang, & Crant,

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(2010, p.395). For example, in the assistance of the loss of a relative, the management may
decide to plan a way of comforting the bereaved.
The administration may look for ways to promote employees that have yielded excellent
results for the organization. Awards like the employee of the month or year motivate employees
to work extra hard. The working conditions of employees in every organization should give them
a reason to have maximum input. They should feel safe, secure and comfortable. It leads to better
performance in the following aspects. Employees lower absenteeism will not be experienced
since there is a belief in the system. Change in any organization by the management is usually
faced with resistance as stated by Lazaroiu, (2015, p.66). However, motivated employees accept
change due to their expectation of better results from the switch. Motivated employees are in a
position to take roles and responsibilities that arise in the organization.
Concepts and Philosophy
Examples of organizations that use motivation theories to enhance employee productivity
include Toyota and Geo Television. Geo Television is a Pakistan television channel that is a
German-language pay-tv station as researched by Harms and Luthans, (2012, p.591). The
company used specific tools to motivate their employees and according to the performance, the
tools were a success. They used performance-based incentives where employees were granted
incentives equivalent to their performance. It was done through annual evaluation of employee's
performance. The Chief Executive Officer of the company who is heading it himself developed
an idea box in the reception area as stated by Elangovan, Pinder, & McLean, (2010, p.432).
Employees or visitors who dropped their ideas in the box had their ideas implemented.
The individual who came up with the idea is rewarded with an award or prize for their efforts.

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The Chief Executive Officer also introduced the annual employees' function. It is done by a
committee which listens and follow-ups on the success story of an employee and selects the best.
The employees of every department who have done outstanding jobs and have achieved
recognizable excellence are awarded at the annual employees of the year. They are each given
dinner coupons for each prize as stated by Carpenter, Berry, & Houston, (2014, p.571) The CEO
has also made sure that the environment is comfortable and that it is friendly for every employee
to do their work.
The second organization is Toyota. Toyota is a Japanese manufacturer of auto motives
that is based in Aichi. It was founded in 1937 by Kiichiiro Toyoda. It manufactures automobiles,
luxury vehicles, commercial vehicles and engines as researched by Bolino, Klotz, Turnley, &
Harvey, (2013, p.557). Toyota embraces the two theories in its operations. It uses Maslow's need
Hierarchy and Herzberg's job Enrichment theory to motivate its employees. The international
manufacturer has invested heavily in the welfare of their employees. It is because the
performance of every employee is directly related to motivation. Using the Maslow's Hierarchy
of needs the company noticed that the employees appreciated the following. They were very
sensitive about the surety of their jobs as found by Ashkanasy and Humphrey, (2011, p.220).
Their motivation was stronger when the organization gave them good salaries. The
manufacturing company was sensitive to their working conditions and ensured that they were
safe. Basic needs of employees were given a priority by Toyota, and it made sure that they were
satisfied. The manufacturer invested in a culture of continuous improvement in its policy for its
employees' welfare alleviation. It finally supported the growth of their employees towards self-
actualization.
Conclusion

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While referring to Herzberg's job enrichment theory the company took the following
approaches to motivate their employees as stated by Andersson, Jackson, & Russell, (2013,
p.152). Toyota came up with a plan to take care of the healthcare of its employees. It introduced
healthcare policies to cater for them due to the conditions of their work. It also ensured that there
were safe working conditions for the employees. The company invested in the natural skills and
training that assured that the employees were always up to date. In conclusion, it is therefore
essential to know that that organizational behavior is critical to understand the management of
employees through extrinsic and intrinsic motivation. Every command should appreciate the
approach of behavioral psychology and implement it in their organization.

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