The Best Category of Psychological Combinations Research (Essay Sample)

Management and Organizations
ID Number
Subject
Topic
Table of Contents TOC \o "1-3" \h \z \u Introduction PAGEREF _Toc448957827 \h 3Task 1 PAGEREF _Toc448957828 \h 3The Best Category of Psychological Combinations PAGEREF _Toc448957829 \h 4Attribution Theory PAGEREF _Toc448957830 \h 4Task 2 PAGEREF _Toc448957831 \h 5The Key Five Personality Traits PAGEREF _Toc448957832 \h 5Locus of their Own Control PAGEREF _Toc448957833 \h 6Extinction PAGEREF _Toc448957834 \h 6Positive Reinforcement PAGEREF _Toc448957835 \h 7Task 3 PAGEREF _Toc448957836 \h 7The Achievement of the Marketing Goal PAGEREF _Toc448957837 \h 7Challenges PAGEREF _Toc448957838 \h 8Conclusion PAGEREF _Toc448957839 \h 9Bibliography PAGEREF _Toc448957840 \h 11
Management in Organizations
Introduction
Psychology and the success of organizations have a somewhat succinct but illustrative relationship CITATION Col09 \l 1033 (Collins & Rourke, 2009). Psychology, as a tool, intends to engage the temperament of a company’s work capital as an essential ingredient towards the building of social capital and the cohesion that comes with it. For instance, organizations with better communities of practice, tend to foster intercommunication platforms CITATION Lim04 \l 1033 \m Sch10(Lim & Ployhart, 2004; Schermerhorn, 2010). These platforms are subtly influenced by the psychological characteristics of each individual and even their success can be profoundly impacted by these characteristics. Consequently, herein are psychological theories such as the attribution and Myers Briggs that help the organization and its management predict these psychological characteristics using a practical setup (Mullins Company).
Task 1
Davido falls under the ENTJ category under Mayes Briggs classification theories (this classification is used for other members too) CITATION Eng14 \l 1033 \m Gri08 \m Sch16 (Engler, 2014; Griffin, 2008; Schultz, 2016). His conduct during the meeting shows that he has the potential of leading the group towards its advertisement. Tokunbo, on the other hand, falls under the ESFP category. This is because he seems to get excited when participating in a team towards the achievement of a particular goal. He feels Davido is not fit to lead the group. Finally, he is more spontaneous making him a perceiver of situations.
Zainab can be classified under the ISTP psychological category. She is described as shy (only talks twice during the meeting) but she manages to challenge Tokunbo’s idea on presenting women on the advert.Finally, the last member of the team, Gloria, can be classified under the INTJ group.
The Best Category of Psychological Combinations
This falls under those for Davido and Gloria. Zainab can also be given a chance because of her intuitive and judgment inclination. Davido and Gloria are the best because the latter offers leadership qualities that shall not only lead the group but oversee that its ideas are logical, straight-forward and offering meaning. The latter character is chosen because of her inclination to thoughtful thinking that gives underscores the importance and meaning of facts and thoughts CITATION Eng14 \l 1033 (Engler, 2014). Zainab’s character will be useful in eloquently presenting and arguing for these thoughts because, unlike Gloria who speaks only once, Zainab can be able to present an advertising idea and support it through facts derived. Thus, a combination of both Zainab and Gloria will be effective and efficient in looking for facts and presenting the facts. Furthermore, the fact that Zainab recognizes the contribution of other members within the group as being vital will also assist in the perfection and orientation of this facts to be concurrent to other member’s perspectives CITATION Eng14 \l 1033 \m Gri08 (Engler, 2014; Griffin, 2008).
Attribution Theory
Using the attribution theory, Toluwa, Ralph, Suzzane, Emeka and Temitope each construct meaning to the failure of meeting offering no acceptance to any challenges that caused the meeting not achieve its aim. Under the correspond inference theory by Jones and Heider, Toluwa views his power to delegate duty as having no impediment since his subordinates failed to deliver the right person for the right job CITATION Eng14 \l 1033 \m Gri08(Engler, 2014; Griffin, 2008). The subordinates Ralph, Suzzane, Emeka and Temitope fail to attribute to a more open-minded understanding of what actually led to the failure CITATION Sha12 \l 1033 (Sharf, 2012). Instead, they only choose to superficially support their members without digging deep to substantiate the causal agents that led to the unfruitful meeting. To an observers motive this can be owed to the causal question at hand: that is, we do not want blame to fall into our department. This lead to each member forfeiting blame and looking for a reason to support his or her claim. Toluwa’s subordinates are clearly heavy with attribution of achievement and self-concept CITATION Sch16 \l 1033 \m Eng14 (Schultz, 2016; Engler, 2014). This is clear because each member does not blame the other but fully supports the candidate selected by each team member to participate in the meeting.
Furthermore, there is a causal attribution towards their reactions on the failure caused by the meeting CITATION Sha12 \l 1033 (Sharf, 2012). Toluwa lacks confidence in the team because his aspirations were not met and thus the feeling of competence within is departments was immediately shot down. Their no clear ranking of the candidates chosen from the departments and the only success story is that offered when each head of the department confronts the failure by supporting his or her own member. There is no attempt to attribute the failure to any internal, controlled and unstable factor such as efforts given during the meeting by each member CITATION Eng14 \l 1033 \m Sch16(Engler, 2014; Schultz, 2016). If the task was difficult, which it was not, then the attribution factor would be highly external and lacking in control.
Task 2
The Key Five Personality Traits
This is the core strategy in which managers should employ. These traits are more clear and practical under the Myers Briggs classification categories CITATION Sch16 \l 1033 (Schultz, 2016). In this strategy, the managers are to recognize each employee according to their psychological orientation. In this accord, every manager should understand how different traits affect the performance of employees. Psychological characteristics in employees are great determinants in the recognition of various attributes, both advantageous and disadvantageous to the organizations. For instance, the ability to foster communities of practice and even engage the employees towards enriching the organization’s tacit knowledge is fundamental and depends heavily on the ability of the employees to liaise with one another CITATION Lim04 \l 1033 (Lim & Ployhart, 2004). Taking note of the five personality traits would ensure that managers actually select the appropriate personal who is charismatic and outgoing enough to fish useful ideas from employees who are more shy and quiet. Interactions from these employees is vital to ensuring that all contribution in included. Furthermore, such a recognition is further aimed at personalizing meetings and interactions within an organization CITATION Sch10 \l 1033 (Schermerhorn, 2010).
Locus of their Own Control
In this strategy, managers should be very willing to let their employees perceive their own environments in the workplace to enable them have a sense of locus control. Locus control enable each and every employee to take accountability for the deliverables assigned or tasked to them. The ability of a manager to foster this within an organization is always felt when employees always feel the possession of the workplace and job as their own CITATION Col09 \l 1033 \m Sch10(Collins & Rourke, 2009; Schermerhorn, 2010). This spontaneously engages in the reviving programs and leading them such as mentorship, coaching and other vital information exchange programs. Furthermore, such a feeling of self-accountability and reliance always resuscitates and fuels innovation within organizations. Furthermore, the ability of an employee to ‘own’ his space within the organization plays a key role in boosting his or her morale and thus improving on how he or she interacts with other employees of the same caliber or higher in rank. He or she would understand the discipline in holding healthy conversations and ensuring their fruitful outcome.
Extinction
In this strategy, the managers engages platforms with the sole aim of eliminating processes and procedures that inhibit the ability of workers to engage and associate within the organization CITATION Sch10 \l 1033 (Schermerhorn, 2010). Such a strategy would enable employees to be aware of the temperament of their colleagues, their desire and opinions on events within the organization. Thus, employees would more than likely evade situations that allow extreme confrontation. Furthermore, the removal of procedures that monitor communications within the workforce will act as a strategy at enabling and facilitating unconventional conversations that may make employees develop tolerance to one another and also enrich their knowledge in handling their fellow employees and clients as well. Extinction should go as far as introducing platforms that eliminate the red tape that a grass root employee has to take in order to reach the executive. This strategy is employed at Google and has seen it prosper since a personalized interaction exists between the employees and members of the management CITATION Gri08 \l 1033 \m Sch10(Griffin, 2008; Schermerhorn, 2010).
Positive Reinforcement
In this strategy, the manager shall oversee forums that promote and reward employees whose p...