If you select this option as your activity for EBW#2, you must complete the following two parts of EBW2.
Part 1: Reflective case study replies (10%)
Personality vs. organizational culture (covered in week five workshop). Consider your thoughts and attempt to respond to the case study's concluding questions (if you cannot attend the week five workshop, you can attempt it yourself and write your thoughtful answers).
Personality vs. corporate culture
Personalities are diverse after observing individual behaviour. When companies socialize different employees, a contradiction result. Managers urge new workers to adopt the company's fundamental cultural values to fit in. Managers want to recognize, accept, and support new workers' opinions and ideas.
Organizational solid cultures drive people to comply, and acceptable attitudes and behaviours are limited. Organizations recruit varied people for their unique personalities, but their various behaviours and abilities may fade in solid cultures as people try to fit in.
Managers must persuade staff to adopt the organization's principal ideals and accept variances. As an organization's external environment evolves, managers must keep the variety alive.
Answer these questions:
Part 2: Construct an evidence-based argument (90%)
You must write a miniessay to complement your case study responses. Does personality or culture impact employee behaviour more?
To react, you may say:
Cultural variety in the workplace encourages participation. Different personalities create a contradiction for managers. According to the organizational culture essay, managers and supervisors insist the workers embrace company culture despite fostering cultural diversity. This reduces ethical concerns' impact on the work culture. Embracing cultural diversity promotes work progress. Cultural diversity fosters different workplace views. Both employees and supervisors might find the organizational culture essay's ethical problems problematic. Religious disparities, gender concerns, corporate policies, and employment decisions raise ethical issues. Most organizations welcome individuals of many religions. Thus religious disputes are common. Managers should be aware of heterosexuals' ethical difficulties. Leaders and workers are clumsy when they misunderstand employee beliefs. According to the organizational culture article, psychologists do not know the core reason for sexual orientation. However, environmental and religious factors may be to blame.
Some company cultures equalize men's and women's authority, resulting in workforce indiscrimination. Some regions reject women's authority. This challenges employees' and executives' ethics. The male ego does not urge them to perform effectively in those work environments, which leads to managers failing to operate a tranquil workplace. An organization with cultural diversity must often advertise for employment positions while hiring. Most companies prioritize business goals. This causes friction between employment equality and diversity goals. It raises ethical difficulties for both managers and job seekers. According to the organizational culture essay, managers favour organizational culture over individualism. Both parties' confidence is affected. It is necessary to familiarise the staff with organizational principles while hiring from diverse cultures and beliefs. Poor comprehension of the rules allowed workers to act naturally. People feel corporations bribe them when they pay for extra duties. This reduces trust and ethics between boss and staff.
Even when an organization promotes diversity, managers and executives do not compromise organizational culture. Individualistic and collectivistic cultures may explain the situation. Managers promote company culture to decrease complications and belief disparities. Collectivism is the best way to unite diverse cultures. Various cultures assist managers in staying inventive with diverse expertise and work processes. When both components are not mixed equally, a paradox results. Collaboration improves work culture. Productivity will only improve if people work on their terms. Positivism is essential. In my opinion, employers, supervisors, and employees require mutual understanding—a leer merits tea. Without teamwork, the leader has no work authority. Professionalism is essential to address the cultural diversity problem. The workforce's principal purpose is to achieve company objectives involving teamwork. I think competing personalities will not help teamwork until employees are tied together. This portion of the organizational culture essay discusses how culture keeps employees loyal to their bosses and leaders. Several individuals oppose and value personal opinions above business culture. Professional conflicts arise from this. Managers must help workers comprehend collectivism and individualism, in my opinion. No regulation says you must hold a particular belief. The situation dictates significance. Collectivism promotes positivism, honesty, and togetherness when a team is needed. Personal convictions promote workplace neutrality and independence.
Second, the Organizational culture mini-essay
Culture is the communal programming of beliefs that separates people. The debate also stresses the importance of business culture and employee personality on employee behaviour. Managers develop varied cultures by increasingly promoting corporate culture, implementing global collaboration, and linking every employee with a comparable bond. This contradiction causes poor employee-management communication. According to Gagné (2018), company culture changes employees' behaviour.
A particular work culture promotes cohesiveness and solidarity. It boosts staff creativity and motivation. According to John et al. (2019), organizational cultures are distinct and complicated. It has structured around corporate goals. Some companies seek variety, although the primary purpose is organizational objectives. This shows how work culture affects employee behaviour. Strong company culture limits permissible actions and values by requiring personnel to comply. Managers can only enhance management and work culture by pressuring people. Diverse employee beliefs hinder acclimating to the working culture, according to Obiekwe (2018). Corporate culture gives employees no direction or objective. It instils responsibility and devotion. Because company culture affects employee behaviour. Legault (2017) states that a positive work culture has apparent benefits. Performance assessment changes behaviour. If someone is driven, they will likely commit to the workplace culture.
The science of being appreciated and respected changes an employee's beliefs and cognitive process. Individuals want worth, according to Zmigrod et al. (2019). Management may promote company culture despite ethnic diversity if they work hard. Furr & Funder (2018) said members of many religions recover their beliefs and traditions. This increase conflicts. Teamwork must sustain workflow. Collaboration can't form without unity. Managers use several steps to influence employee behaviour. This corporate culture article suggests compensation bonuses, incentives, promotion standards, and training and development. String culture is the fundamental objective, but consistency is needed. Training programmes familiarise staff with operational operations, organizational goals, and rules. This improves staff knowledge and goal-setting. Consider the situation and personality dispositions impacting personality are contradictory. Incorrect influence selection leads to inadequate knowledge of personality-impacting components. Baird, Lucas, and Donnellan (2017) say events and dispositions shape personality. Outside influence makes people ignore their instincts. Rathmann (2017) found that personality inclinations drive the personality from the inside when personal views and cognitive processes overpower company culture.
Personality situation dominates because personality-influencing elements need to be accurately chosen. Davydenko et al. (2020) say that person-situation interaction is key to understanding behaviour patterns. The dialogue helps the manager determine if organizational culture or instinct impacts a problem. According to the organizational culture essay scenario, managers 'fit in' new workers so they do not experience problems in corporate operations. This minimizes conflict. Due to their varied characteristics, corporations hire people from various cultures. Strong work culture reduces this individuality. Situational and dispositional roots shift, affecting variables. Dispositional roots cause behaviour based on personality. According to Furr & Funder (2018), extraversion makes a person outgoing. It shows how to approach the material and social worlds energetically. Some psychological qualities, including conscientiousness, allow people to display socially dictated impulsive control. Personality qualities reportedly impact behaviour change. Rathmann (2017) disagreed that situational origins affect personality. People grow used to the situation, and the conditions stimulate such behaviour. If a person is calm and composed, they will likely behave independently. If such individual is forced into an organized and constrained work culture, they may adopt it. People are balanced. These shows how organizational influence changes employee behaviour.
The organizational culture essay discusses how work culture affects employee behaviour. It contrasts situational and dispositional-personality bases. Average work compares culture to personality attributes. In the given case, managers embrace cultural diversity but want employees to stay used to the work culture. When individuals behave on their terms, teamwork becomes tough. They must be bound by organizational culture. It is difficult for a boss to think alike. Personality is less important than company culture.
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