Human Relationships and Organizational Success: A Guide to Motivation and Teamwork

Posted on Aug 29, 2024 in Psychology and Sociology

Human relationships are central to the intellectual development of individual human beings. They are the foundation of both small communities, like villages, and large, complex ones, like megalopolises. To understand “human relations,” we must first understand the connections that bind us. People are motivated by certain needs, and they satisfy their basic needs with the help of their social groups.

The behavior of groups can be managed with proper oversight and leadership style. An effective supervisor is one who can lead their subordinates, gaining loyalty, high standards of performance, and a strong commitment to the organization’s objectives. Work group norms regulate the behavior of individuals, so this control should include positive sanctions (stimuli, social acceptance, etc.) as well as negative ones (teasing, rejection by the group, symbolic sanctions, etc.) to achieve the desired results. When a person strives to meet the needs of the organization, they earn the right to take on more responsibility. Without setting high enough standards, it is impossible to foster pride in people. People want to excel, not just stand at the top. They do so because they experience the feeling of performing the extraordinary. When a subordinate feels like a “winner,” this feeling spreads to their loved ones, friends, and colleagues, earning them the acceptance of all and making them feel “proud.” The word “work” takes on an entirely different meaning; something motivates you and makes you experience a great respect for yourself.

These rules have to be set across the whole group and from attending the phone to dealing with consumers, must be implemented with the limits for each specific department. There is no tension and therefore no effort. The staff reacts against these approaches and disturbs the work “team” that is traditional and gave “good” outcome for a long time. The staff think that the rules are unworkable, but assuming that it is inhumane to make such a sacrifice to ask genteORMAS OF EXCELLENCE. Do not be discouraged.

* Praise people in front of their fellow task, when they reach the standard

ENCOURAGE PEOPLE TO ACHIEVE EXCELLENCE

• To be in command, you must have the capacity to ensure that your subordinates execute the task assigned. You claim “quality” to achieve it, you have to train, develop, and motivate your employees.
• Training is the path that leads to the overall growth of the organization as a whole, as well as one’s own department and individual. If you expect staff to exceed the standards and climb to higher levels of responsibility, they need to receive training, which will give them more skills and get them ready to accept greater challenges every day. That will be the most capital in the organization. The ability of a person for success largely depends on the confidence they have in themselves. We are liberated from the chains of doubt and find that we are capable of unlimited. Let us follow the proverb “Give a man a fish and he eats for a day. Teach a man to fish and he eats for a lifetime.” You have a team of employees who know as much as you and therefore the effectiveness of your department is shown every day. You are a real success for the organization belonging.
  Ability and willingness
  • Training must be comprehensive, must provide the ability to perform a specific task and must instill the will and desire to bring to fruition those assigned to it.
    We need people satisfied and have a successful organization in all fields

    . Training methods.
    

  • * Classroom Training: This type of training is usually provided by specialized personnel in the field and serves to lay the foundation stone of the great edifice that is the formation of the person in your agency relationship with the organization. The training received in the classroom must be reinforced constantly for you. This advice should help to iron out the differences that exist and thus strengthen the security of staff.

You can not go wrong.
We are involved in a group and we need to be recognized as an integral part of it. When the group we are part of a group is successful, we have an additional benefit.

The recognition of the group is important because it strengthens the teamwork. A group formed only by “stars” not working properly.
Sometimes we must sacrifice our own needs

• meet the group we belong to and that makes us feel good and integrated. Not all winners can be distinguished individually. But all can be distinguished contributing to a winning team and participating in it.
  

* Recognition as a Member.

• We are deeply integrated into the group and we want everyone to participate in the success achieved. Make sure your words properly reflect their true feelings about the reality of the person. When you recognize a person from acting, be sure to provide as complete a list as possible of their own achievements. Must be concrete. Not amount to a person to a senior position for fear of losing it, is counterproductive. When you expand the authority of a person make sure it is equated with the responsibility that you delegated to it. Never it enhance the authority only as a means to recognize an effective job.
  
• Must take care that the recognition of a person is not seen as favoritism. Adapts to individual persons, recognition and care that is fair and equal recognition. The assessment must always be based on what the person did to deserve more than what one feels about the person in question.
  Under these assumptions, human beings can be irrational, primitive and therefore must be controlled more by the organization that the individual’s will

  2 .- The Social Man

  Elton Mayo, lead to results that are evidences that in the conduct of persons other factors which had hitherto not been considered, such as participation and influence of groups, regardless of economic pressures. From these studies, with a strong base in social psychology, there were issues of cohesion, belonging, rivalry and informal communications, among others.
  

  Therefore, organizational behavior is a direct response to economic incentives but rather, the group dynamics, to the extent that they provide security, stability, recognition and status.
  This concept starts from the idea that people seek ways to meet the need to express the most of the potential and skills, so that work is a possibility which can be found that satisfaction

  These needs are gaining their independence, feel useful, to be esteemed and responsible for your decisions.
  

  This concept leads us to adopt a new management paradigm: The acceptance of human resource as a strategic contribution to organizational development in an environment of increasing change, ambiguity and uncertainty.
  

  WHAT IS MEANT BY GROUP

  Without attempting to enter complex and comprehensive treatises on the subject, and taking into account that the existing definitions are very different, we can conclude a number of features that make a mere collection of people in a group:

  1. Independence: According to this criterion, what makes a group of people to become group is their mutual interdependence, ie that they are dependent on each other to achieve certain objectives.
  From here, you can set two points:

  * Motivation for group membership: if group membership is voluntary or not.
  

  Objectives: if the targets are set by the group or are imposed externally

  2. Idenditad: it is a kind of “collective consciousness”, by the fact of belonging to a group in which members perform tasks, interact, share common goals, etc., Or simply to share characteristics at any given time are considered relevant (although individuals do not even know each other), we develop a common identity: these people are perceived and defined as a group.

• Obviously, this feature can only occur in specific groups as a team, a research group or department, but also applies to larger groups, social character, for example, by age (young and old ), sex (male / female), profession (psychologists / doctors / lawyers …), and so on

3.
This is of great importance for the functioning of the organization

GROUPS AS BASIC UNITS OF ORGANIZATIONS

Considering the above statements, we can refer to groups from three different perspectives, all equally important to the functioning of an organization:

• Social groups as social categories or groups

These are groups that meet broad criteria for classification and are usually very large. We’re talking, of course, groups that are based on categories of sex, age, social class, geographical origin, national ownership, occupation, etc. Organizations turn to these groups to integrate new members.

On the one hand, as we all know, there are social groups (women, unemployed, disabled, etc..) That are at a disadvantage from the standpoint of social and labor and requiring measures to remedy this situation

• On the other hand, beyond this, though related in large part, from this perspective runs the risk of generalization, or rather the stereotype. Yet are still in demand (or reject) people based on their membership of some groups of animals under the belief that, by the mere fact of belonging to them, and possess certain characteristics valuable (or not) for the job and the organization: is job having only aimed at men or women, old hard caps, etc.

However, the “belonging” to one of these groups does not guarantee anything a priori, especially in these times when you attended, among other things, the development of new intervention approaches (eg, the competence approach, which has the potential to prevent discrimination group), a redefinition of gender roles, greater access to more comprehensive training and better, developing new technologies, ultimately, to a change in many of the schemes and frameworks in which we moved traditionally.

The groups ‘small’ as informal and formal units of the organization.

• Can hardly be established which is the number of people who are to compose a group so we can say how large or small. In any case, by contrast with the large social groups, there is talk here of smaller groups, easy to define and identify, composed of members of these different social groups, which are framed in a particular context (in this case the organization) and in which its members know and interact with each other (apart from the fulfillment of a greater or lesser extent the criteria of mutual interdependence and / or group identity).
  
• From the formal and informal structures (depending on the relationships between the group and its members have with other parts of the organization and the positions they occupy in it).
  
• Which have their origin in the group’s relations with the external environment to the organization. The perception that individuals can have such influence, and generally throughout the organization, is influenced by factors such as precisely the groups that are part of the roles and the position they occupy. The groups ‘small’ as a technique or tool
  • From this perspective, the groups referred to as a “tool” that allows intervention in a given situation for many different purposes: to set up a training group to train participants in skills, make a group dynamic through which awareness attendees about their communication problems, conducting a simulated situation to assess the skills of those involved, develop a group interview to obtain information from a particular group and some others.
    

  According to a time criterion: it has to do with the stability of relationships:

  • Permanent groups, are seen as stable over time and take care of the routine tasks of operating and maintaining the organization. The temporary stay of these groups does not prevent any changes in its composition. Indeed, of the various departments in a company.

  Groups created temporary or “ad hoc” are designed to perform tasks, projects or activities of a temporary nature. The group is limited in time, dissolve once its function or its purpose.
  It may be a group of research and development, a study commission, an advisory committee, etc.

  2.
  According to a criterion of formality: it has to do with the origin of the groups:

  • Formal: These are groups defined and planned to achieve the objectives of the organization. Teams, departments, commissions … all, regardless of other criteria, whether formal share.
    Groups that are constituted by ties of friendship or attraction, groups of people who share the same problems, etc.

  3.
  According to a criterion of purpose: it has to do with the objectives of the groups;

  • Production: groups whose members carry out certain work together. For example, quality circles or study groups for the project. This is essentially negotiating groups.
    

  Organizational Change and Development: including different groups and group techniques.
  Among other groups, training, team development or advocacy groups

  4. According to a hierarchical approach: it has to do with the location in the organizational structure:

  • Vertical differentiation, composed of different groups ranging from senior management (“strategic apex”), through middle management groups (“median line”) to non-management groups (operating core).
    

  Horizontal differentiation: mainly includes various functional groups, groups that provide specialized services (relating to production, research, etc..) Based on particular skills, and temporary committees, created with different missions, mainly advisory and decision making

  5.
  According to a hierarchical approach: it has to do with the location in the organizational structure:

  • Group activity: groups with interdependent tasks, objectives and incentives group, stable relationships, etc.
  • Individual activity: the group as a context dominated activity and individual values. For example, a “sales team” in which, among other conditions, are provided individual commissions (which creates competition among its members).
    MANAGEMENT GROUP

    They are responsible for developing plans and making decisions.
    

  • According to the political model groups that comprise an organization have different objectives, requiring represe4ntantes negotiation between the various groups, depending on the effectiveness of the negotiation skills of representatives, and their influence on the organization.
    

  The Contingency Model, was created to bridge the limitations of both models it is based on the idea that the effectiveness of planning and management groups is a function of the procedures used, their relationship with the Organization, and a series contingent contextual constraints such as the size of the organization, the type of environment (dynamic or static), the tasks, resources, technology type, … etc.Need to possess communication skills, supervisory, persuasion, negotiation, team management, conflict coping and stress, allowing them to establish good and productive relationships with subordinates, peers and superiors to be effective in their activities (to clarify objectives, roles and procedures) and for this they need to receive appropriate training. The needs exist in the individual, may be modified by culture, have a biological root and are conditioned by the social environment as well, which is considered necessary in a country, may have no importance in another.
  

• That which a person must meet to maintain life, health and wellness. Understand the basic needs such as breathing, drinking water, sleep, homeostasis, food, body waste and free sex.
  
• Security needs. Understands the search for the person to feel safe protected, among these are the needs of job security, economic assets and resources, family security, health security, home and more. Related to the emotional development of the individual, the needs of partnership, participation and acceptance, the search for intimacy and to feel part of other groups, such as family, friends, colleagues, girlfriend. Maslow sees two types of esteem needs. Second, we need the respect of others, position, fame, recognition, appreciation of our merit. The form of this need varies from person to person. We all have different motivations and capabilities. It is the encounter with oneself, with our “being” is living the best moments of human beings in full, the happy and meaningful moments of life, the experiences of ecstasy, spiritual experience, altruism, harmony, joy, coexistence, peace. Closely linked to such instinctive desire or irrational, motivations are arranged in a hierarchy ranging from basic needs, such as satisfaction of hunger and thirst, to the intellectual or aesthetic character, through the property, safety, love , sex, etc. In short stimuli are made ​​by the body to perform an activity and achieve something. The motivation depends on the force with the motives and behavior directed toward these goals and respective objectives.
  
• Although the motivation may be seen as a normal result in people when they are blocked or limited their aspirations for various reasons, has consequences that must be prevented.
  
• People differ not only in terms of the ability they have to achieve a goal, but also their desire to achieve, that is, in their desire to do something to achieve that goal.
  
• They are known as secondary reasons and motives learned.
  
• They are necessary and essential to human survival.
  
• Are learned and are related to group life and interactions among individuals, such as affiliation, esteem, dominance, aggression, achievement, and others.
  

These concepts agree that such motivations are learned and developed through the growth of the individual in society and its development.
Among them are the following

• Need for security: Everyone needs to be safe work, the love of his family, physical, etc.Al child will greatly affect the injustice, lack of family protection, injury, family disputes, and will produce insecurity, irritability and restlessness, fear, doubt.
  
• Need for approval. Approval of society or social group that links a person is necessary because it provides security to feel accepted and encouraged him. On the other hand, gives confidence to the world to be recognized for his utilidad.La not satisfying this need leads to feelings of inferiority, abandonment, despair.
  
• Need for interpersonal relationships: We need to belong to a group, identify with other people, feel their compañía.La absence of interpersonal relationships can produce anxiety, mistrust, insecurity, self-centeredness.
  
• Need for love and affection, all want to have loving relationships with others. We feel the absence of friends and loved queridos.Estas love and affection needs involve both giving and receiving. Maladjustment and frustration causes serious cases of psychopathology.
  Here are related to several constructs such as exploration, curiosity, learning objectives, the inherent intellectual and, finally, to learn ME
  • Extrinsic motivation