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Corporate Culture Proofreading Service
Perception and Decision Making
Decision-making is among the critical skills in an organization which seeks to reach its goals as the excellence of organizations involves the accurate making of its decisions. Consequences from decisions made can either break or build a company, and perception plays an integral role in the making of decisions. According to Wei and Chen (2012 p. 75) the makers of decisions should often use perception for the creation, evaluation, and choice of decision options, for example, simultaneously establishing violence normality affecting the perception of harassment victims to normality. The perception of a person towards other people can have a great impact on the behaviour of an organization, which is in turn affected by employee effort, performance evaluations, ethnic profiling, financial performance expectations, and employment interviews. New employees are faced with judgment from their coworkers, and the management frequently evaluates the effort and performance of employees. Since ethnic profiling has been a great concern for organizational human resources, organizational managers use perception and decision making to combat the feelings of mistrust through the implementation of multicultural training and diversity.
Employee motivation affects job performances and often leads to a high performance on the job. Managers’ roles include getting the job done through proper management of the employees, this to achieve the best outcome, the motivation of employees is crucial. Motivation theory and practice are different, with some managers understanding the theory but facing challenges in its practice. Managers should first strive to understand the nature of humans so as to be able to understand the best methods to use for the motivation of the employees to ensure effective management and leadership (Sekiguchi, Burton & Sablynski 2008 p. 782).
Leadership in an organization has various concerns. The inability of giving feedback to conflicts, decisions and addressing to employees issues has become a global concern to organizations. Furthermore, a leader that fails to maintain gender balanced in an organization does not encourage and give opportunities for all subordinates to provide feedback hence limiting their abilities for implementing a change. A leader should provide direction, train and develop and therefore need to set an effective corporation culture, visions, and expectations of the company. Lacking communication from a leader is another concern that leaves employees stranded about decisions and demotivated when performing their daily tasks.
Organization culture influences the lifestyles of employees and other elements that make an organization stand out internal and external collaborators. The culture of an organization may result in workplace harassment and employee benefits negative behaviors (Page & Pina 2015 p. 74). Therefore, if the organizations develop a bad reputation and cultures are not satisfying it can affect the job satisfaction of the employees.
Group behavior in the workplace is created by employees with a common interest who are feeling not satisfied with the way the organization conducts its operations. Furthermore, harassments have been an influencing factor to employees and organization resulting to negative workforce behaviors. If the workplace behaviors are similar to harassments, the group behavior in the organization may demand change. Therefore, workplace group behaviors may lead to low performances, increased in absenteeism, high rates of turnover rates and the most skilled and experienced staff may opt to quit the company (Claybourn 2011 p. 284)
1. Claybourn, M., 2011. Relationships between moral disengagement, social work characteristics and workplace harassment. Journal of Business Ethics. 2nd ed. U.S.A: Springer pp.283-301.
2. Page, T.E. and Pina, A., 2015. Moral disengagement as a self-regulatory process in sexual harassment perpetration at work: A preliminary conceptualization. Aggression and violent behavior. United Kingdom: University of Kent, pp.73-84.
3. Sekiguchi, T., Burton, J.P. and Sablynski, C.J., 2008. The role of job embeddedness on employee performance: the interactive effects with leader–member exchange and organization?based self?esteem. Personnel Psychology. 4th ed. United States: Academic Press, pp.761-792.
4. Wei, H.S. and Chen, J.K., 2012. Factors associated with peer sexual harassment victimization among Taiwanese adolescents. Sex Roles. 2nd ed. Germany: Springer, pp.66-78.