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Student ID : 00166789T
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Perspectives
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Introduction
Organisational Structure
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Manager
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Manager of
Housekeeping
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Department
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Supervisor Supervisor
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We were 11-12 students there and went to The USA by Work and Travel Visa. It is
almost same with Work and Holiday Visa in Australia. We had an hierarchical
organisation there and we had to clean the rooms as quickly as possible and good
communicate with our guests.
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Organizational behaviour is part of the social sciences. It seeks a comprehensive
understanding of how individuals, groups, and organizations function as well as the
causes and effects of their functions with a view to improve their effectiveness and
well-being. Thus, the science of organizational behaviour is both basic and applied in
nature; basic in generating knowledge and applied in using that knowledge.
Organisational behaviour is a domain to some of social sciences such as management
studies, psychology, political science contribute in one or more segments of individual,
group and organisational-level processes. The contributions made by these disciplines
to organizational behaviour are placed within the framework of how to manage
organizations effectively. The science and art of management addresses this practical
issue. Based on my experience, my ex supervisors and manager behaviours were very
effective to me. They were very friendly and as houseekepers, we were ready to do
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everything as much as we could. They motivated us, asked after us every day whether
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we had a problem or not. Therefore, our morale level was so high, depended on it, we
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could have good communication with guests.
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Diversity ; rs e
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Increase in Productivity
advantages. conclude Kelli A. Green and her University of Florida colleagues in their
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Managerial Tools." The hotel management could offer more solutions to our guests
because of new ideas and processes brought into the organization. As I remarked
above, we were students from all around the World. Different ages, genders,
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natioanlities etc. We got along very well. Without a doubt, this kind of diversities
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increased our morale and causes us to desire to work more effectively and efficiently.
Diversity in leadership within a firm allows managers to bring in new skills and
methods for achieving unity within their teams.
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Increase in Creativity
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Language Skills
Companies that plan to expand into global markets benefit from language diversity in
the workplace. For example, our hotel with us fluent in Turkish, Japanese, Romanian,
Mandarin, Spanish, Arabian and who understand those culture experiences an easier
time communicating with representatives from Asia, Middle East or South America.
We had many customers all around the World and having multicultural employees was
very useful for the hotel since guests were very happy to be able to explain themselves.
On the other hand, we improved our English by practising each other. Many bilingual
workers experience an advantage when applying for jobs because employees
understand the benefits of language diversity.
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Positive Reputation
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Job seekers are drawn to companies with diverse workforces because it is evident that
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the companies do not practice employment discrimination. Potential employees want
to know that employers treat their staff fairly regardless of race, ethnicity or gender.
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Not only are such firms able to attract new talent but they can also retain existing
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talent because of high employee morale resulting from workforce diversity. According
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thinking, what is our perspectives. They just expected from us to be loyal, honest and
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fast. Depended on it, we listened and respected each other while working together with
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teammates to achieve mutually results. When we were not sure what teammates meant,
we checked with others as to what they wanted and meant. We tried to be honest and
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open each other because honesty was one of the most important keys in our
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department. We ever had to talk about our teammates behind their backs because our
supervisor told us that actions are louder than words.
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authority, and politics. Power is defined as the capacity to influence. The capacity may
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be evoked in the influence process or may remain dormant. It is not necessary that a
supervisor keeps wielding his power on the shop floor or that a managing director
keeps issuing directives everyday. Once evoked, power manifests itself in the
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We were international students from all around the World and we went there by
“Work and Travel Visa” as I remarked below. Although our managers and supervisors
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were so friendly, they informed us that they would not avoid using their “power”. It
calls as “legitimate power”. If we had made a mistake, such as stealing guest’s
personal stuff, money, something from the hotel (towel, shampoo etc), they would
have used their power and they would call the police and immigration. Therefore, our
visa would be cancelled and we have to back our country. It would be bad for us
because we would never visit U.S again and as well as other countries. Obviously, we
followed the rules and legality. The hotel management knew what are their rights and
what are our rights so that they managed to keep us under their control and they
influenced us.
Culture
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The term ‘perspective’ as it relates to culture, is discussed in the writings of Mead
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(1938) and Becker et al. (1961). A perspective is “a co-ordinated” set of ideas and
actions a person uses in dealing with some problematic situation.” Hence cultural
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perspectives can be wieved as solutions to common problems encountered by
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members of a given society. In an organizational context, these problems may become
manifest in a wide variety of situations and settings. For example, situations involving
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the recruiment and socialization of new members may create certain problems that call
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for some sort of action on the part of the members of the organization. (Becker et al.
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1977).
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Perspectives are present in the human mind at a high level of awareness and they are
concrete because they specify the rules and proper modes of conduct in specific
situation. Morever cultures are preserved and endure because perspectives are
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3. Rituals and Ceremonies : Ceremonies are the things that employees do every
day thar bring them together. Examples include Friday afternoon get togethers
or simply saying goodbye to everyone before you leave for the day.
4. Stories : Corporate stories typcially exemplify company values, and capture
dramatically the exploits of employees who personify these values in action.
Stories allow employees to learn about what is expected of them and better
understand what the business stands for.
5. Heroic Figures : Related to stories are the employees and managers whose
status is evelated because they embody organizational values. These heroes
serve as role models and their words and actions signal the ideal to aspire to.
6. The Cultural Network : The informal network within an organization is often
where the most important is learned.
By examining these cultural elements across a variety of organizations, Deal
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and Kennedy identified 4 distinct types of cultures. They also identified 2
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marketplace factors that they felt influenced cultural patterns and practises.
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They were
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• The degree of risk associated with a company’s key activities.
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• The speed at which compaines learn whether their actions and strategies
are successful.
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They believed that the risk involved in making a poor decision and the time it
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takes to find out whether a decision is the right one both have a bearing on how
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enjoy risk and who get quick feedback on their decisions. This is an all-or-
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nothing culture where successful employees are the ones who enjoy excitement
and work very hard to be stars. The entertainment industry, sports teams and
advertising are great examples of this cultural type.
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Work Hard/Play Hard – This culture is the world of sales (among others).
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Employees themselves take few risks; however, the feedback on how well they
are performing is almost immediate. Employees in this culture have to maintain
high levels of energy and stay upbeat. Heroes in such cultures are high volume
salespeople.
Interestingly, this culture recognizes that one person alone cannot make the
company. They know it is a team effort and everyone is driven to excel.
Contests among employees are common here, as they drive everyone to reach
new heights.
Bet-Your-Company – Here, the culture is one in which decisions are high risk
but employees may wait years before they know whether their actions actually
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paid off. Pharmaceutical companies are an obvious example of this culture, as
are oil and gas companies, architectural firms and organizations in other large,
capital-intensive industries.
Because the need to make the right decision is so great, the cultural elements
evolve such that values are long-term focused and there is a collective belief
in the need to plan, prepare and perform due diligence at all stages of
decision making.
Process – In this culture, feedback is slow, and the risks are low. Large
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retailers, banks, insurance companies and government organizations are
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typically in this group. No single transaction has much impact on the
organization's success and it takes years to find out whether a decision was
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good or bad.
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Because of the lack of immediate feedback, employees find it very difficult to
measure what they do so they focus instead on how they do things. Technical
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excellence is often valued here and employees will pay attention to getting the
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process and the details right without necessarily measuring the actual outcome.
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clean all rooms so we had to made a decision quickly. We all wanted to be star
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and the best in our department and it increased our efficiency. We got qucik
feedback from our supervisor, managers even sometimes from guests. It made
us feel good and encouraged.
References :
Deal, Terrence E. & Kennedy, Allan A. (1982) Corporate Cultures : The Rites
and Rituals of Corporate Life. Retreived from:
https://www.mindtools.com/pages/article/newSTR_86.htm
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Sinha, Jai B.P . (2008) Culture and Organizational Behaviour. Retreived from
Torrens University Library
Jr. Dyer Gibb W. (1982) Culture in Organizations : A case study and Analysis.
Retreived from :
https://dspace.mit.edu/bitstream/handle/1721.1/47094/cultureinorganiz00dyer.p
df?s
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Green K. University of Floriad IFAS Extensions; Diversity in the Workplace.
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Retreived from : http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-
managing-diversity-in-the-workplace/
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University of California, San Francisco : Managing Diversity in the Workplace.
Retreived from : http://smallbusiness.chron.com/advantages-diverse-workforce-
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18780.html
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