'Organisational behaviour case study Essay\r'

'Introduction\r\nThe main goal for any(prenominal) short letter organization has al shipway been to add profit margins. In the past the companies foc expenditured whole on the number of productions and vernal(prenominal) technical impressions, whereas different aspects, such as human recourses management, were not wanted as of high cardinal. These days, business organisation purlieu has changed dramatic altogethery. It is believed that organisational deportment is oneness of the main argonas for potential improvement in order to run a sustainable business (Robbins et al 2011, p.8). This case study go forth consider the internal management strategies of Westpac conference (Westpac), one of the quaternion main coin banks in Australia. It shows how Westpac pulmonary tuberculosiss organisational behaviour principles to increase booking contentment to motivate its employees. It pass on also beg off how the play along supports its employees in betrothal situatio ns and analyse the leashing flairs of the bank’s Chief Executive ships officer (CEO), Gail Kelly. Studies take shown that using the appropriate organisational behavioural techniques hind end promote a motivated, pleasant and conflict unaffectionate shape force, but how does Westpac motivate its staff and how satisfied argon its employees in their gambol powers?\r\nJob triumph and motive\r\nWestpac being a large, puff up accomplished caller is well aw atomic number 18 of how finding, retaining and motivating its employees fuck be crucial for a successful business to prosper (Westpac 2006). The ships company is faced with motivating employees and, in turn, generating high mull satisfaction throughout either levels of the organisation (Root 2014). It puke also be deduced that if employees recover meditate satisfaction because this, consecutively, will extend through to create a positive fork over a go at it for Westpac’s customers as well. Howev er, in order to draw a motivated organiseforce, Westpac substantive offer its employees benefits, rewards and recognition, which are a few of the key causes of job satisfaction (Robbins et al 2013, p.59-74). These motivators come in many assorted forms and are sometimes, specific to an employee’s needs. When motivating a someone with a benefit or reward, Westpac must construe that each idiosyncratic person will value a reward differently (Root 2014). For example, an employee with a young family may value remunerative paternal leave, or a shorter on the job(p) day, over a promotion or a pay increase.\r\nWestpac shows that they understand that not all employees are the same(p) and have differing needs by ranking first in 2013 in the annual benchmarking survey ‘Work/ animation Initiatives’ for their flexible acidulate options, offering 12 weeks paid parental leave, access to child care as well as offering flexible working hours (‘Westpac leads in s atisfaction poll’ 2013). However, for another employee, a valued reward may take the play of opportunity to coin up in the company. If an employee is promoted to a role they have been striving to obtain then that promotion is a means of recognising their hard work and determination and makes the employee more than motivated in their job and the company, thus generating job satisfaction (Robbins et al 2013, p.59-74), magic spell benefiting the company too. There are many ways that Westpac dumbfounds motivation and in turn job satisfaction, however, one of these is through job enrichment (Darling 1997).\r\nThis is the practice of enhancing an employee’s individual jobs and increasing responsibility which, in turn makes the job more stimulating and rewarding for the employee, by free them more control over their work and how they accomplish it, promoting increased job satisfaction (Robbins et al 2013, p. 171-190). By giving employees more responsibility and control of the work they are doing increased job satisfaction, as a lack of control or stimulation is ofttimes a cause of try out and boredom, which causes a decrease in motivation.\r\nIt is hard to dispute that the correct employee motivation creates job satisfaction, and in turn customer satisfaction. In 2013, Westpac surveyed its employees and 70% said they were committed to their job, moreover, in the same year Westpac came out on top of the intravenous feeding main banks for customer satisfaction (Bennet 2014). Westpac places great violence on the prevention and resolution of potential conflicts betwixt its employees. It bottomland also be said that by creating a more cheerful oeuvre for employees this will in turn chip in to the efficiency of the company’s transaction as a whole.\r\n de segmenture management\r\nIt is difficult to imagine any piece of work to be completely conflict free. First of all, workplace brings together deal with different values, personality traits and people of different ages. Moreover, when there is increased pressure on employees to meet targets, complete tasks faster often with a lack of resources, tensions empennage arise and the work environment becomes progressively more stressful for the employees. This means that co-workers forever need to seek an appropriate way to act with each other at work. However, it is also an come on for managers as they are amenable for easy intercourse and conflict resolution between workers. According to Robbins et al (2012 p.450), there are three main causes or sources of conflict: communication, structural factors (such as size of a group and specialisation) and personal variables (including personality, emotions and values). Examining the conflict management organization of Westpac, it is fair to conclude, that the company is more focused on the prevention of conflicts that may arise from personal variables.\r\nAs an example, the company pays great tending to the counterb alances of employees to an equal employment opportunity. Indeed, today the recruitment practices of many companies indirectly split potential employees because of their race, gender, age, sexual orientation or ethnic background. superstar of the main strategies of Westpac is to create a equilibrize work environment, free of harassment and discrimination. According to Westpac (People policies 2014), the handling claims about the events of discrimination applies to all employees, customers and partners working for the company. Westpac takes all reasonable steps to prevent potential conflicts caused by such events from occurring in the workplace. The company requires all employees to sign on special discrimination/harassment trainings and requires them to be familiarise with the current discrimination and harassment policies and procedures.\r\nTwo other types of personality-based conflict in the workplace are emotional-based and values-based. The efficacy to balance emotions an d reasons, understand the interests of each other as well as the ability to maintain trusty communication and stay reliable can service to prevent and manage a conflict (‘Managing fighting’ 2007, pp. 46-47). In order to maintain a comfortable work environment for the employees Westpac has created the Employee Assistance Program, which provides employees with confidential management on a range of issues, such as family bereavements, lack of job satisfaction, outcomes of target oriented management, stress and trauma management. other foundation, Critical Incident steering Program, helps employees after traumatic events: personal threats in the workplace, the death of work colleagues and threats from different external events. Why is it important for the company to pay so much attention to such type of conflict? As Robbins et al (2012, p.448) state, relationship conflicts are dysfunctional.\r\nIt means that they have a negative impact on the work efficiency. This i nvest of view was shared out by Karim (2009, p.289), who argues that stress on the job causes lower productivity and poor mathematical process in the organisation. As an example, managing traumatic incidents can significantly reduce employee’s absence seizures after the event (‘ prompt trauma management can reduce employee absence’ 2007). The company aims to encourage staff members to report any wrongdoing in order to help managers to adequately manage risk and cultural issues. Examples of wrongdoing can be a breach of Westpac’s Policies and Codes, uncomely behaviour and safety issues.\r\nAs a part of conflict management, the company has established the ‘Concern coverage’ system (Westpac 2013). It includes an online and telephone service, which allows anonymous communication, which connects employees to trained specialists from an self-reliant organisation. However, if the conflict has already occurred, Westpac has a number of processes to foreground issues between employees and their managers with further investigation with senior managers if the issue is not re discharged. It is important to realise that the relationships between employees are very susceptible to the leadinghip style devise in the group.\r\nLeadership styles\r\nLeadership plays an important role to maximise efficiency and to achieve organisational goals. Effective draws have an ability to motivate and inspire employees and contribute to the great success of the company (Keskes 2014). Gail Kelly emphases the importance of climb a clear direction for an organisation and declare all employees and other stakeholders (‘Leadership advice from the CEO of Westpac, Gail Kelly’ 2014). This style of lead has been successful to achieve the company’s goals and visions. This achievement brought her as a charismatic leader and her charisma helps her to all employees commit to the firm and generate higher financial performance (Davidso n et all 2009, pp. 386-387). outright she is ranked the 11th most powerful muliebrity in the world and is Australian’s highest paid businesswomen. According to Goleman et all (2002), leaderss are divided by six types, namely visionary, coaching, affiliative, democratic, pacesetting and commanding.Each type of the leadership can be used apart, depending on situations.\r\nCompanies spend a great deal of money on new processes and efficiencies to increase one per cent of bottom-line profitability, but cardinal per cent of the company’s bottom-line profitability is responsible by leadership style. Therefore, it is very important to use leadership styles to respond to different situations effectively. These days, dramatic changes can be seen across the financial services. Australian banks have competed for the biggest share of the home loans market. However, this competition has shifted to getting customers’ deposits. When the company pursue a new direction, visio nary leadership style is the most appropriate. The objective of this style is to move people towards a new set of shared targets with clear explanation. Many companies end up with also-ran to changes due to slow response or when employees are not sure about the direction of the firm. One of the great successes of Westpac is that Gail Kelly uses this style effectively (‘Leadership Styles’ 2011).\r\nAnother style of leadership that is inherent to Gail Kelly is affinitive style. Affinitive style of leadership is also seen to achieve high employee satisfaction (Brook, K 2003). Westpac put the value on the importance of team upwork and the salmagundi of employees regardless of age, race and ability (People policies 2014). The company helps the employees’ to solve personal problems and encourages them to be more cohesive in order to create a comfortable work environment. This style of leadership is useful to enhance team harmony, increases the morale and the improvem ent of communication in employees, that is essential in current volatile situation in financial industry. However, affinitive leadership would be dangerous to use by itself since its emphasis’s on group work and it might promote poor performance or no future growth. For this reason, the need to merge different styles of leadership, that the company does successfully, is essential to reach the goals of the business (Robbins et al 2011, p 357).\r\nConclusion\r\nOrganisational behaviour is more than just the principles of how people can work in the group together. It is a complex study that shows how the right interaction of employees can benefit the business’s effectiveness. The analysis of Westpac Group has revealed that the company endeavours to increase job satisfaction of the employees by rewarding each person correspondingly. Thus, in order, has a beneficial effect on the production effectiveness, causing positive feelings among customers.\r\nThe company appreciate s the smorgasbord among its employees and successfully manages the conflicts caused by personal problems as well as conflicts in relationships with others. The Westpac’s system of conflict management helps to prevent a potential dip in job performance and creates a comfortable work environment. The case study has also revealed that the company benefitted from the efficient use of different styles of leadership. The ability to quick respond to the volatility in a pay sector by changing leadership styles helps Gail Kelly to lead the business successfully, enhancing team involvement and overall contribution.\r\nReferences\r\nBrooks, K 2003, ‘ primary Leadership: Realising the Power of Emotional banter’, Human Resource Development Quarterly, 14, 2, pp. 235-238, chore antecedent Complete, EBSCOhost, viewed 6 September 2014. Darling, K & Arn, J 1997, ‘How to effectively reward employees’, Industrial way, 39, no. 4, Masterfile Premier, EBSCOhos t, viewed 8 September 2014. Davidson, P, Simon, A, Woods, P & Griffin, R 2009, Gail Kelly, bank executive †outstanding leader and manager in Management: Core Concepts and Applications, John Wiley & Sons, Milton, Queensland. ‘ relations with Workplace Conflict’ 2006, Point For Credit coupler Research & Advice, p. 19, Business Source Complete, EBSCOhost, viewed 29 swaggering 2014. Goleman, D, Boyatzis, R & McKee, A 2002, Primal leadership: Learning to lead with emotional intelligence, Harvard Business School Press, Boston, USA. Karim, N 2009, ‘Stress in Organsations: Management Strategies’, Dialogue (1819-6462), 4, 2, pp. 286-300, Academic Search Complete, EBSCOhost, viewed 25 August 2014. Keskes, I 2014, ‘Relationship between leadership styles and dimensions of employee organizational commitment: A critical review and discussion of future directions’, Intangible Capital, 10, 1, pp. 26-51, Business Source Complete, EBSCOho st, viewed 10 September 2014. ‘Leadership Styles 2011’, The Wall Street Journal, pp. 1-3, viewed 9 September 2014, . ‘Leadership advice from the CEO of Westpac, Gail Kelly’ 2014, Australia Business Review, viewed 30 August 2014,\r\n'