Equipment and Books Essay

Use of persons name Specific dedication for person to know why he being recognized Public display of all awards Follow-ups Timely Manner If motivation is properly handled, employees will always be happy and the organization will retain their staff for longer time periods. Educational workplaces require books and equipment such as computers, laboratory equipments, and agricultural equipments for all staff and students. If equipment is not adequate, the staff may be strained and this may cause unnecessary delays in lectures and work. Some workplaces may lack current books because of proper funding and this may pose a major challenge to the staff. Cultural Differences Educational workplaces often are filled with people from different cultures. Cultural beliefs influence human behaviors to a great extent and as cultures differ it often makes it difficult to design an environment that is conducive to performance and satisfaction. An example would be a colleague who believes that women should not expose their faces. This cultural diversity will often make it difficult for women to associate with individuals who may find difficulty in relating to them. Cultural differences influences the following in educational workplaces Mode of dressing Food served; some people eat snakes and frogs while to others don’t Associations in the institution Language used Team work In any workplace, teamwork poses challenges to many people. This is because of attitudes, values beliefs and behavior. Some individuals may have bad attitude which may affect the goal being sought after by the team, thus affecting other group members. Others may exhibit behaviors that one may not wish to associate with. In order to find compatibility, educational workplaces should have working teamwork members who encourage all individuals to associate with others without consideration of their culture. Team work may result in positive consequences for competing teams and these instances may follow: Team members becoming more close and displaying greater loyalty from its members and some members who are close in rank may bury some of their internal differences. Team climate changes from informal, casual, playful and work and task oriented members as well, while concerns for member’s psychological needs decline while concern for task accomplishment is increased. Leadership patterns tend to change from more democratic toward more autocratic while the team becomes more willing to tolerate autocratic leadership Each team becomes more structured and organized Each team demands more loyalty and conformity from its members in order to be able to present a â€Å"solid front† What happens between competing team? Each team begins to see the other teams as the enemy, rather than merely a neutral object. Each team begins to experience distortions of perception and tends to perceive only the best outcomes while denying weakness and allows competing teams to perceive only negative assumptions of the other team members while denying their strengths, as each team is likely to develop a negative stereotype of the other such as saying, â€Å"They don’t play fair like we do. † Hostility toward the other team increases while interaction and communication with the other team decreases, thus it becomes easier to maintain negative stereotypes and more difficult to correct perceptual distortions. If the teams are forced into interaction, for example, or if they are forced to listen to representatives pleading their own and the other’s causes, in reference to some task that each team, they are likely to listen more closely to their own representative and not to listen to the representative of the another’s team member, except to find fault with his presentation, in other words, team members tend to listen only for that which supports their own position and stereotype. What happens to the winner? Winners retains their confidence and may become even more cohesive Winner tends to release more tension and become more casual and playful. Winner lean towards higher intra-groups and display more cooperation and concern for other member’s needs. Winners can become complacent and feel that winning has confirmed a positive stereotype and as the negative stereotypes of the â€Å"enemy† team, there is little basis for reevaluating perceptions or reexamining team operations, in order to learn how to improve them. What happens to the loser? If the situation permits some ambiguity in the decision (if judges have rendered it as a close game), there is a strong tendency for the loser to deny or distort the reality of losing and instead, the loser will find psychological escapes such as (the judges were biased) or (the judges did not really explain the rules of the game, clearly) or possibly they may think (if luck had not been against us at the one key point, we would have won,† and so on. If loss is accepted, the losing team tends to splinter and as unresolved conflicts come to surface, fights may breaks out. A losing team member is more tense and may be ready to work harder and may be desperate to find someone or something to blame their loss on. They may blame the team leader, the judges who decided against them or even the rules or the game. (The â€Å"lean and hungry† state). A losing member may look for inter-group cooperation, have little concern for other team member’s needs or huge concern for recouping, by working harder. A losing team member often learn a lot about themselves while working as a team, because positive and negative stereotypes of the other team are upset by their own loss, forcing a reevaluation of perceptions as a consequence and a losing member is more likely to reorganize their ideas and accept their loss more realistically. J. FUNDS In a workplace, funding a project that is viewed as personal is not easy. For example, funding research by one lecturer may be very difficult, although the outcome may benefit the institution and again, some projects may be very expensive and even the institution may not have the capacity to fund the project, therefore they may need external funding. Workplace funds may also be misused by staff members.