Introduction
This paper is divided into two parts Part And part B. In part A, discuss the interpersonal skills and cultural skill along with their impact on the performance organization. In part B, discuss the principles of Empowerment, Teams and Positive change and their impact on the organization performance in New Zealand. Along with this also discuss which two factors out of Empowerment, Teams and Positive change are more effective for the organizations.
Part A
Interpersonal skills and their Impact.
Supportive communication skill: Supportive communication is an important interpersonal skill which enhance the performance of the organization. According to Whetten and Cameron (2011), a manager with supportive communication skill able to resolve the conflicts and build up a positive relationship in the organization such as caring, supportive and trustful interpersonal relationship. According to Burleson et al (2002), the goal of a supportive message at the workplace is to relieve the difficult and negative emotions. However, according to Burleson (2009), it would be difficult for a manager to have masters in supportive communication regarding the negative performance of employees. Because there are eight principals of supportive communication skill (Whetten and Cameron, 2011), which manager has to understand thoroughly and use them in a creative way to solve different problems in the organization. For example, if the manager has good supportive communication skill then he/she can solve the problems related to other skills too such as motivation and conflict management. Whetten and Cameron (2011), state that dealing with disruptive issues at the workplace with the collaboration of supportive communication and conflict management skills will be more effective for the organization. Because both motivation and conflict are based on relationship and supportive communication skill is known for building a healthy relationship in the workplace. Whetten and Cameron also explain the eight attributes of supportive communication skill such as Supportive Listening – Not One-Way Listening, Congruent-Not Incongruent and Descriptive – Not Evaluative. Therefore, supportive communication is a significant interpersonal skill to build up an environment of positive relationship and energy in the organization.
Impact of Supportive communication skill: supportive communication through active listening can positively impact on the performance of an organization. According to Whetten and Cameron (2011), an inactive listening attitude of a supervisor while conversating with subordinates leads to demotivation. In support of this statement Burleson (2009) states that the person with inactive listening skill, not even try to understand what the other person is saying, which results in conflict and create negativity in the organization. The central features of active listening, according to Whetten and Cameron (2011), are eye contact, paraphrasing, and nonverbal responsiveness such as nods, smile and focused attention. For example, my manager always paraphrases and ask more questions while discussing with employees regarding their problem, which motivates me and my co-workers to work effectively. According to Whetten and Cameron (2011), an active listener can respond effectively to any situation, which is a significant attribute of supportive communication skill. Therefore, supportive communication skill of manager can enhance the performance of the organization with the help of active listening principle.
Motivational skill: Motivation skill is another key interpersonal skill which used to motivate the employees of the organization. Both Adair (2006) and Armstrong (2007) explains that Motivation is a reason for people’s action or behave in a particular way. According to Forsyth (2006), motivation is so closely attached with other management activities such as planning, recruiting, organizing and training that motivation becomes an essential element for the entire management of the organization. Although, motivation is an important element in management but still (Forsyth, 2006) in some situation managers give importance to other matters and spend less time to boost the feeling of the employees. For instance, imagine the monthly sale of the company going down in following 3 months due to the availability of new technology with competitors, in such a situation it would be little difficult for a manager to get time for motivation. Whetten and Cameron (2011) have a different point of view on motivation, according to them, motivation represents the employee’s desire and commitment regarding the work “Motivation= Desire × Commitment”. For instance, some people want to complete the given task on time, but they got distracted or disturbed easily which means they have a strong desire to work but they have low commitment. There are 6 key elements of motivation skill which are discussed by both Whetten and Cameron (2011) and Adair (2006) such as setting realistic goals, create a motivating environment, give recognition, use Rewards, distribute rewards equitably and honest feedback on performance. By using these principles manager can effectively motivate employees of the organization.
Impact of motivational skill: Motivating employees can effectively enhance the performance of the organization. Motivating others by providing support is a communication skill that satisfied and retained the employees of the organization for a long time. Both O’Donnell (2005) and Njoroge and Yazdanifard (2014) explain that supervisor with lack of motivational skills is unable to satisfy the employees at the workplace which results in high employee turnover in the organization. According to Whetten and Cameron (2011), rewards, realistic goals, and honest feedback on performance are different tactics of motivational skill which managers can use to motivate the employees at the workplace. Although, according to O’Donnell (2005), positive feedback and setting achievable goals are more effective tactics of motivation skill to satisfy and retain the employees of the organization for a long time. According to Barker (2018), the setting of achievable goals by a manager in an organization enhance the self-confidence of the employees. Moreover, honest feedback on good performance motivates the employees to perform better in every given task which increases the performance of the organization. In support of this, Armstrong (2008) state that with feedback from employer employees feel that their performance is recognized by the management which gives them hope of future growth within the organization which leads to less employee turnover. For instance, my manager praises the teamwork as well as individual performance as feedback when we achieve the team goal, which inspires me to do much better in each task. Therefore, motivation positively encourages the employees to perform the task more efficiently which improve the performance of the organization.
Interpersonal conflict management skill: Interpersonal conflict management skill is communications skill which used to resolve the conflicts in the organization. According to Feldman and Mulle (2007), different feelings and attitude of people leads to conflict. For example, different expectations of people from each other leads to emotional conflict and people from different cultures create cultural conflict. Both Whetten and Cameron (2011) and Mills (2008) find out that “issue focused conflicts” are considered as productive for the organization because these conflicts are like a healthy conversation between management team regarding decision making. Whereas, “people focused conflicts” are unproductive for the organization because these conflicts are an emotional dispute between two individuals or groups. Therefore, managers appreciate the value of issue-focused conflicts because Whetten and Cameron (2011) considered it as an important ingredient of the free-enterprise system. For instance, at the top-level management managers almost have the same skills and training but still, they have different thinking, therefore, healthy arguments on the issue while decision making considered as a productive conflict for the organization. Feldman and Mulle (2007) also explain that emotional conflict is the most common form of people focused conflict which commonly occurs at the workplace due to different expectations of employer and employee. For example, Rob expects that Tina will complete her project by working extra hours in a weekend but for Tina weekend is the time for family, friends and fun, and she expected to never work on the weekend. Hence, in this situation, someone will be disappointed. According to Whetten and Cameron (2011), for some people, disappointment is like injustice and they feel like broken, which results in anger and they become defensive instead of solving the conflict. Therefore, the manager can resolve the people focused conflict issues with the effective use of interpersonal conflict skill.
Impact of Conflict Management skill: Conflict management is a significant interpersonal skill which impacts positively on the performance of an organization. Conflict management skill can defuse the conflicts in the organization which can be between employee and manager, employee and organization and two employees (Mills,2008). Therefore, conflict management helps the organization in building up a strong relationship in the workplace. According to Feldman and Mulle (2007), the effective decisions of a manager to resolve the conflict has a positive impact on the behaviour of the employee which leads to a good relationship in the organization. Moreover, according to Whetten and Cameron (2011), the manager’s ability to resolve the conflicts encourages the employees to perform effectively and achieve the goals of the business. Therefore, conflict management increases the performance of the organization by building good relationships.
Cultural awareness skills and their Impact.
Cultural competence skill: Cultural intelligence is the ability to understand and react according to values of other cultures which is an important skill for cultural awareness. According to Bedoian (2006), culture is the social behaviour of a group of people or society based on their ideas, values, and customs. Competence skill according to Dubrin (2013), cultural competence is the ability of the person to interact with people of different cultures effectively. Browne (2008) explains that manager with cultural competence skill has the ability to interact with clients, employees, and customers of different cultures effectively by using knowledge about ethics and moral values and cultural sensitivity of other cultures. There are some obstacles for manager regarding enhancing cultural competence skill. Robbins and Judge (2017) observe that stereotyping and ethnocentrism are obstacles to competency. Robbins and Judge (2017) further state that ethnocentrism is the view of the person that only his/her culture do things in the right and natural way. Therefore, if a manager is ethnocentric then he/she will not take seriously the values and beliefs of other employees in the organization while making decisions. The stereotype is another barrier for cultural competence skill. According to Clements and Jones (2008), a stereotype is like a belief that one statement applicable to all people of the same group, society or country. However, the knowledge about the cultural sensitivity of other cultures can help the manager to overcome ethnocentrism (Hunjet, Susec, & Kozina, 2017). Therefore, awareness of cultural sensitivity helps the manager to overcome the issue of ethnocentrism and makeable the manager to use cultural competence skill effectively for better performance of the organization.
Impact of cultural competence skill: Effective cultural competence skill of manager enhances the positive relationship in the organization. According to Browne (2008), cultural sensitivity awareness helps the manager to develop their competence skill and build-up better relations with employees in the organization. For instance, my workplace is cultural diversity, where I find as per my organization policy, each employee can get two days off on special festivals of their cultures such as Diwali for Indians and chinse new year for chinse people. This example indicates the cultural sensitivity towards values and beliefs for the festival. In support of this, Browne (2008) states that when a manager give respect to different cultures of all employees then it will create a healthy relationship between employees and employer in the organization. Therefore, healthy relationship environment in the organization will allow the manager to use competence skill effectively. Sometimes there are situations occurred in the organization that employees refuse to do the task because of some activities in the task are against the employee’s cultural values. For example, a restaurant owner planning to add beef burger in the menu but it is against the cultural value of the main cook of the restaurant to touch or eat the beef, therefore cook might refuse to do this. With the help of cultural competence skill manager will discuss the issue with the employee and convince if that task is non-negotiable otherwise don’t take the risk to get the involvement of the employee in the task (Bedoian, 2006). Therefore, with competence skill help the manager to understand the values of other cultures and make the decisions regarding the work according to understanding, which create a positive relationship and encourage the employees to perform better in the organization.
Part B
Empowerment:
Empowerment is a key factor in the working of New Zealand organizations, which helps in enhancing the performance of the organization. According to Laschinger et al (2004), the concept of empowerment in the organization provides the authority to employees to make their own decisions regarding their work. Hence, workers have more control. According to Conger and Kanungo (1988) empowerment is a concept of delegation of power to subordinates by the management and allow them to make own decisions to achieve personal and organizational goals effectively. Therefore, empowerment is clearly about the freedom of choice for employees to do anything successfully. Hence, empowerment provides the opportunity for employees to perform effectively which results in high performance of the organization. However, there are some challenges for an organization to implement empowerment in the organization effectively. According to Appelbaum et al (2015), there are three main factors affecting the successful implementation of empowerment such as trust-based culture, open communication, and structure of the organization based on teamwork. The main challenge for the organization to apply empowerment effectively is to build up a culture of trust is the organization (Appelbaum et al, 2015). According to Saks (2006), trust culture in the organization gives assurance to employees that their supervisor will support their actions. Therefore, employees with empowerment perform better which leads to the good performance of the organizations in New Zealand.
Impact of trust-based culture as the principle of empowerment.
Employee engagement is the direct outcome of empowerment which enhances the performance of the organization. According to Macey and Schneider (2008), employee engagement is considered as the commitment of employee towards the work and complete the task with extra effort and more passion. Therefore, engaged employees involve themselves as emotionally, cognitively and physically during the task. Saks (2006) Ugwu et al, (2014) find that trusting culture in the organization is a significant principle of empowerment which encourages the employees to complete the task effectively. Ugwu et al (2014) state that when employees receive the trust from the organization then employees complete the work with the extra efforts even sometimes without rewards. For instance, the employees will complete the task effectively when the manager supports the employee’s decisions to achieve the goal of an organization effectively. But, According to Laschinger et al (2004), the employees are accountable for their decisions to the management of the organization. Which make them more responsible and good decision maker at the workplace. Therefore, trust is an important factor of empowerment which motivates the employees to get engaged with work with more energy and perform better to enhance to performance of the organization.
Impact of principles of empowerment on New Zealand organizations:
Empowerment plays an important role in New Zealand organizations. According to Spreitzer (1992), empowerment provides authority and freedom to employees to make their own decisions which enhance their confidence to perform better. Vodafone is one of such company in New Zealand which provide empowerment to its employees. Vodafone customer care allows their employees to provide a discount or waver according to the problem of the customer (Vodafone, 2019). Therefore, employees of Vodafone have freedom and power to make their own decisions, but they are responsible for their decisions to the management of the organization.
Teams
Teams play a significant role in the overall performance of the organizations. Watson (2008) states that teamwork allows the organization to use shared knowledge, characteristics, and diverse set of skills of working staff to achieve an organization’s goal effectively. In support of this, Whetten and Cameron (2011) explain teamwork directly improve the performance of the organization because teamwork enhances the productivity, and quality of the work. Hazelton (2013) mentioned that trust is a key principle of teamwork which allows the team members to share their knowledge and skills with each other to perform the task effectively. According to Whetten and Cameron (2011) trust of team members on the reliability of each member performance enhance the overall performance of the team. Therefore, effective teamwork enhances the productivity which leads to the high performance of the organization.
Impact of trust as the principle of Teamwork on organization performance
Trust is a key principle of teamwork which enhances the performance of the organization. Dynes (2013) explains that trust plays a crucial role in the collaboration of team members. Hence, collaboration among team members leads to a better understanding of each other. Whetten and Cameron (2011) find out that the accomplishment of the assigned task effectively builds up unity and trust among team members. Cho and Poister (2014) find that under a high level of trust, employees become more cooperative, willingly follow the organization rules and engaged with the organization as citizenship behaviour. Hsu (2006) pointed out that trust in the team allows the team members to express their views openly and do healthy arguments to reach on the effective decision, for the better performance of the task. Therefore, trust among team members makes teams strong which leads to better results for the organization.
Impact of principles of teams on New Zealand organizations:
Teams play a crucial role in the performance of the organizations in New Zealand. For instance, Concentrix a company in New Zealand provides customer care service to different organizations in New Zealand such as Vodafone and Apple (Concentrix corporation, 2019). Concentrix follows the teamwork structure such as received call team, call quality check team, operation team and back end team at the workplace to achieve the targets effectively and to enhance customer service (Russell 2017). As Concentrix is provided customer services, therefore their main target is to provide high-quality call service to their clients. And to achieve the target of high call quality service, each member of all teams works together with trust on each other performance (Concentrix corporation, 2019). Moreover, the performance of each team affected by the performance of another team in Concentrix (Concentrix corporation, 2019). For example, if an employee commits customer for refund in 2 days then the backend team would be accountable to do the same in a given time. Therefore, the trust of each team on the performance of the other team allows the organization to perform effectively. Therefore, teams play an important role in the performance of the organizations in New Zealand.
Positive Change
Positive change plays a crucial role in effective organizational performance in New Zealand. According to De Smet (2016), when something becomes different through act or process is considered as a change. Change in organizations has occurred at distinct periods of time. McLagan (2008) states that any change in the structure of the organization, strategies or change in management considered as an organizational change. A change in the organization can be positive or negative. Cameron (2003) explains that if organization changing due to deficit gap such as profitable to unprofitable, efficient to inefficient and effective to ineffective will be a negative change for the organization whereas, change due to abundance gap such as profitable to generous, effective to excellent and efficient to extraordinary considered as positive change for the organization. According to Robbins and judge(2017), positive change is more than normal change, for instance, an ill person get medical treatment to attain normal health is like a normal change, however, if the same person start gym or yoga to achieve the target of muscular or lean body will be considered as positive change. Whetten and Cameron (2011), explains the framework of positive change. According to Whetten and Cameron, to lead the positive change in the organization manager should use the required skills to create a positive climate in the organization. Kenney et al, (2010) state that manager must create positive energy network in the organization by using the key principle of positive change which is positive attitude such as developing forgiveness and gratitude environment at the workplace and by giving more attention to strengths and best performance of the employees. For instance, if the manager has to give feedback on the negative performance of the employee, then the manager should first talk about strengths, achievements and best performances of the employee and then talk about a problem with supportive communication skill. However, Whetten and Cameron (2011) find that positive energy at the workplace leads to job satisfaction, increase employee engagement, reduce cost and enhance the organization performance. Therefore, the concept of positive change is effective for organizations.
The positive attitude of management is a key principle of positive change which enhances the performance of the organizations in New Zealand. According to Robbins and judge(2017), the positive attitude of management is the step to lead positive change in the organization. Hazelton (2013) explains that management shows a positive attitude to its workers through policies, procedures, rules, and regulations of the organization. Because when management shows the positivity in their policies. For instance, Google provides 12 months leave to new mother at a workplace with full pay and all benefits as per their policies for employees (Google,2019). Kroth and Christensen (2009) state that the positive environment of the organization satisfied the emotional need of the employees which influence positively on their performance at the workplace. Therefore, emotionally satisfied employees stay in the organization for a long time Robbins and Judge (2017) which results in organization enrich with experienced employees and cost of recruiting and training will also reduce. According to Whetten and Cameron (2011), Experienced employees at the workplace with a positive climate is the key to the effective performance of the organizations in New Zealand.
Below two factors are more effective for New Zealand organization performance.
Empowerment: Empowerment principle is more effective to enhance the performance of the New Zealand organizations. According to Mant (2008), most of the organizations in New Zealand are flat structured organizations where they follow low power distance culture. Therefore, freedom to make own decision to employees allows these organizations to work effectively in New Zealand. Appelbaum et al (2015) state that empowerment creates trust in employees among the organization goals and they work effectively to complete the given task with extra energy. However, Dirks and Ferrin (2001), trust is considered as a big factor for the success of any organization because trust not only engaged the employees to the organization but also create a positive environment in the organization which creates the positive relationship between employee and employer. According to Morrison et al (1997), due to empowerment employees engaged with the organization for a long time due to which organization would able to have experienced employees at the workplace which further means empowerment also reduce the cost of recruitment and training of the organization. Therefore, empowerment is cost effective as well as performance effective for the organization. That’s why empowerment is considered as the most effective principle then positive change for the effective performance of the organizations in New Zealand.
Teams: Teamwork structure in the organization allows the organization to use the skills and shared knowledge of employees effectively to enhance the performance of the organization. According to Whetten and Cameron (2011), when employees work in teams, they shared the knowledge and skills with each other to achieve the target of the team, which results in less chance of errors in the performance of the team. Moreover, when employees shared the knowledge and skills with each other, they indirectly creating experienced employees for the organization. According to Casio (2003), experienced employees are valuable knowledge assets for the organization and to retain them organizations provide rewards and handsome incentives to teamwork and employees individually. According to Manpowergroup. (2018), New Zealand organizations facing problem in finding experience employees for some jobs, around 44% of employers in New Zealand report difficulty in recruiting talent manpower. Therefore, the characteristic of teams to provide experience employees to the organizations make this principle most effective for the New Zealand organizations as compare to others.
Conclusion
Overall, there are three interpersonal skills which affect positively on the performance of the organization such as supportive communications skill, interpersonal conflict management skill and motivational skill whereas cultural intelligence skill is considered as the most effective skill for cultural awareness in the organization. Empowerment, Teams and Positive change have a great impact on the performance of the organizations, but Empowerment and Teams are considered as most effective for the organization performance.
References
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