Psychologicalapplication (max250 words) Many people struggle with their work-lifebalance, this is vital for the well-being and performance of an employee(Kriener, Hollensbe and Sheep, 2009). Gavin could use the ideas of reflectingsegmentation. Mindfulness to keep his employees well balanced (Michel, Bosch and Rexroth, 2014). Illustrating theidea of private lives interfering with work with stories of family fights, theteam understand the effect it can have on their work and vice-versa.
Gavinshould bring in a someone to teach them these daily techniques. They should setup a daily routine of writing down both work and home stresses and get theemployees to evaluate their actions, highlighting the need for detachment fromthe past (Sonnentag, 2012). Thus, thisallows for them to focus on the present, instead of getting hung up on thepast. The next stage is teaching the employeesto focus on now. This can be achieved through an exercise of mindfulnessmeditation.
They should sit for seven minutes only focusing on their breathing.If something comes into their mind they should try and return to focusing ontheir breath (Michel, Bosch and Rexroth, 2014). Practising this everyday allowsthe team to practise focusing on the task at hand and ignore prior stresses andworries. Thus, keeping them in the present. . Psychologicalapplication (max250 words) Brown (1995) suggests that team workincreases the quality and quantity of work towards the administration’s goal.This could be to multiple approaches towards fixing the same problem.
As aresult of lack of communication, the work of the group suffers. Janis (1972)suggests that team members try to maintain group harmony by refusing tochallenge ineffective decisions. Tuckman (1965) states this conflict ishealthy in a newly formed group.
Tuckman (1965) hypothesises that there arefour essential steps for a team to coalescence. The first stage is forming.This is where the team figure out shared goals and objectives. Moreover, themembers start to discover and test where they fit within the hierarchy. To moveinto the next stage there must be a sharing of conflicting ideas. This leads tostage called storming, where there can be power struggles and a lack of groupharmony.
This is followed by settling into a harmonious norm. Lola needs to encourage a minorityopposition in every project. This plants the idea that there are other paths tochoose within a project (Nemeth et al., 2001).
This is achievable by assigningher team to take on the role of devil’s advocate (Chen et al., 1996). Thisforces members to vocalise the downside and think from other perspectives,allowing them to notice different errors within their presentation.
To counterthe displeasure towards those who oppose the status-quo (Greitemeyer et al.,2008), Lola should give everyone a turn to be devil’s advocate. Workplacescenario 3 (max75 words)Simon’s hasrecently had problems fighting with his teenage daughter and appears distractedfrom work. He used to be the best seller in Gavin’s team. Gavin has noticedmany of his employee’s productivity reduces around times of stress. Workplacescenario 2 (max 75 words) Lola has been put in charge of a new team.They have had trouble bonding and working efficiently.
A big presentation iscoming up and their lack of communication has halted the progress of theproject. Psychologicalapplication (Herzberg, Frederick1964) investigatesthe two main factors that affect a person’s motivation towards a task. Clarahas fixed the hygiene factor already.
This refers to someone’s environment, forinstance their salary or work perks. Without improving the second factor, the Motivator,(Herzberg, Frederick 1964) suggests the employees only see the job as a way tomake money. (Herzberg,Frederick 1964) finds that good hygiene factors cannot increase motivation orjob satisfaction from a base level. However, without these factors employeescan become discontent with their job. Clara should increase the Motivator factors,feeling recognised, carer progression suggested by Herzberg, Frederick(January–February 1964). Clara should give the employees feedback at monthlyintervals. The feedback should not only highlight their achievements but alsobe constructive.
Bernard (1935) suggests there are three dimensions tocontentment. The locus of control and controllability are the dimensions mostapplicable in this situation. He suggests when people lose faith in theirability to obtain their goal when they don’t obtain a goal and feel it is dueto factors outside their control. Thus, Clara needs to set goals and givespecific advice on how to improve. Spotlighting the importance of theirachievements gives them recognition. Goals translates into perceived stepstowards career progression.
Furthermore, Landsberger (1950) noteda proclivity for people’s work to have a high quantity and quality when theyare being watched by a superior. Accordingly, Clara should do the monthlyfeedback in person. Thus, the employee feels not only watched but supported.
Clara is a manager of a call centre salesteam. She has noticed members failed to achieve their targets and have beencomplaining about work in the break room. She worried it was due to workingconditions so improves the condition of the work room and made sure everyone ispaid at least a working wage. Despite complaints decreasing, her team is stillunder performing.