Section Two: Literature Review

Section Two: Literature Review

The literature review provides a solid foundation for the inquiry by examining key concepts of increasing staff morale, by developing teamwork. It is important to understand organizational change and the advantages of teamwork within the organization. The sub-questions would also be addressed.

Topic One: Organizational change

Rationale

Change within any organization can be difficult. The success of this inquiry will depend upon understanding how change will impact the organization and by fostering improved communication. The literature reviewed here will examine change practices, followed by highlighting avenues to foster change within a workplace.

Topic Two: Improving communication can build trust, honesty, and build morale

Rationale

Improved communication has many advantages to an organization. However, it is important to understand these advantages before a person engage in any changes. Informing employees of generational differences, cultural diversity, and trust may ease resistance to change.

Topic One: Organizational Change

Rationale

This literature review will provide an understanding of organizational change within an organization. The resistance and delivery of change will also be explored. Cultural and generational diversity within an organization could affect organizational change; therefore, these topics will also be explored.

Resistance to change

Resistance to change is normal in any organization. If co-workers do not see or feel the need to change, the idea will not be embraced (Watson, 1967). It is important to understand that people’s bereavement in an organizational context is similar to a death of an individual person (Bell, Taylor, & Bell, 2011). Senge (2006) warns leaders against pushing hard to overcome resistance to change. Instead, leaders must discern the source of resistance. Employees may hold a strong place attachment to the organization. Anticipating resistance to building teams within an organization must be considered when doing this inquiry, because many employees do not trust management.

Readiness for change

In an organization, it is important to know whether organizational leadership can decide whether to make a change or only how to make the change (Burke, 2008). Stringer (2007) and Bell (2011) believe the need for change can be seen from many different departments within an organization; however, it remains the CEO’s responsibility to communicate that need to organization members (Burke, 2008). In organizations that foster change, employees view fairness by focusing those things the organizations and managers are doing regarding the change such as providing advanced notice, ability for employees to provide input, and listening to employees’ concerns. When change participants perceive that implementation is handled fairly, reactions to the change and to the organization are more favorable (Coghlan, 2003; Liu, Caldwell, & Fedor, 2012). If an organization takes this approach, staff morale may increase.

Delivery of change

Burke et al. (2009) and Kouzes and Posner (2007) encourage working with resistors to promote a ‘buy in’ approach. However, Liu et al. (2012) defines change support as the material and socio-emotional support provided to employees by management to help them cope with organizational change. This approach differs from a ‘buy in’ approach, where change support is more tactical and intermediate in terms of ‘helping’ employees get through demanding adaptations. Change support provides the resources and training needed to inspire change within an organization. Management could provide the necessary resources and training needed to inspire change within an organization, as this could give front-line workers a perceived view of openness to change. Kouzes and Posner (2007) and Senge (2006) highlight the importance of managers listening to employees during this transition; furthermore, within organizational change, leaders are in the best position to create a set of practices that promote employee engagement, health and organizational success (Beuermann-King, 2006).

Cultural differences of organizational change

Senge (2006) and Bolman and Deal (2008) suggest companies suspend their assumptions literally. They are to hold them as if suspended before themselves. This suspending may help people view situations through clear lenses. When doing action research, Stringer (2007) proposed that programs be evaluated both according to their technical or functional worth and according to their impact on people’s social and emotional lives. Cultures may be perceived differently regarding organizational change.

An organization may have people from Singapore, China, Russia, United States, Hong Kong, Ukraine, Russia, Philippines, and Canada within its organization. Many of these people practice their cultures within their private lives. The following chart by Gallup Global (2012) highlights the emotional states of countries. People, over the age of 19 were asked if they experienced five positive or negative emotions the previous day. The Gallup Global states the emotional states of countries. Singapore reported 30% of people responded with yes they felt five positive or negative emotions the previous day. China reported 46% of people responded with yes they felt five positive or negative emotions the previous day. Russia reported 38% of people responded with yes they felt five positive or negative emotions the previous day. United States reported 54% of people responded with yes they felt five positive or negative emotions the previous day. Hong Kong reported 46% of people responded with yes they felt five positive or negative emotions the previous day. Ukraine reported 38% of people responded with yes they felt five positive or negative emotions the previous day. Russia reported 38% of people responded with yes they felt five positive or negative emotions the previous day. Filipinos reported 60% of people felt five positive or negative emotions the previous day. Finally, Canada reported 54% of people felt five positive or negative emotions the previous day.

Singaporeans are the least likely in the world to report experiencing emotions of any kind on a daily basis. The 30% of Singaporeans who report feeling either positive or negative emotions is the lowest in the world. Filipinos, according to this Gallup poll, are the most emotional people in the world. These cultural differences are important to understand who may quickly adapt to fostering change within an organization.

Topic 2: Increasing teamwork to build trust, honesty, and build morale.

Many factors influence cultural differences within an organization. These include tone, perception, writing, and verbal communication. In the past, people believed organizational theory presumed workers shared or ought to share the same values, beliefs, and attitudes about work in the organizations were employed (Fine, Johnson, & Ryan, 1990). However, concepts of different cultures have been absorbed in vocabulary composition, especially since the last half of the century (Marzluf, 2006). An organization has vast cultural diversities and some employees provide insight through international lenses. For example, one culture may view the words ‘thank you’ more positively than another culture (Park & Lee, 2012). Marzluf (2006) highlighted the cultural difference by stating, “though white students are not forced to "prove" themselves through language, their African American, Latino American, and Native American classmates rarely have this privilege; they are asked to demonstrate their commitment to their vernaculars and, it follows, perform within the tropes of proximity and distance” (p 513). Misunderstanding cultural differences may lead to assumptions; people’s worldviews are often based on where they were raised. Journals from Ziff Davis Media Inc. (2008) and Marzluf (2006) stated companies might have a major challenge transferring global companies’ values, while being mindful of the local culture.

Ziff Davis Media Inc. (2008) stated a critical element to building culture of diversity is through executive management leadership. Many teams within organizations welcome diversity. Respect for people’s opinions must be fostered within teams. To help diverse groups be harmonious, the leadership management have to let everyone know all ideas are welcomed. A person can challenge the idea, not the value of the person (Ziff Davis Media Inc., 2008).

Generational Differences on Teamwork

Ziff (2008) have described the difference between the different generations. An organization may have a diverse age group; therefore, understanding generational differences could benefit organizational change. Literature reports have grouped generations into the following categories: Traditionalists, Boomers, Generation X, and Millennial. Stern (2012) describes these categories:

Traditionalists

These people are born prior to 1946. They intensively trust the government. To advance within the workplace many people of this generation towed the line in the workplace as a way to career advancement. Traditionalist may view changing jobs as a stigma, a warning that one did not fit in and would probably not see career advancement. These people saved their money to purchase items. These people can be very loyal to their jobs. For reward, this generation would like to be praised for their work well done. The work ethics among Traditionalist is teamwork.

Baby Boomers

These people were born between 1946 and 1964. These people are characterized as hypercompetitive, have high self-esteem, and are generally optimistic. They are also stereotyped as workaholics and conspicuous consumers. Through the eyes of many Baby Boomers, the government failed to provide effective leadership. These people look for other options; however, they are fairly loyal to their position. For reward, this generation would like to be rewarded with money and recognition. Baby Boomers can be addicted to hard work.

Generation X (Gen Xers)

These people were born between 1964 and 1980. Gen Xers do not have the power, size, or influence Baby Boomers have. This generation is often negatively viewed by preceding generations. They are stereotyped as viewing work as a necessary evil. However, Gen Xers view themselves as self-reliant and independent. Leading a balanced life is important to Gen Xers. They are willing to work hard; however, they will not be taken advantage of especially when it comes to an infringement on personal and family time. For Gen Xers to feel good about themselves, they need to be a part of a team to which they can contribute their particular expertise. These people may want to change their current position to suit their needs. For reward, this generation would like to have their freedom. The work ethic of Gen Xers can be tentative and have divided loyalty.

Millennial Generation

Millennials were born since 1980. Technology defines this generation. Millennials ’ are big spenders. The Millennial generation is more savvy and knowledgeable about the world they live in. This generation tend not to be loyal to their jobs. For rewards, this generation would like to find work that has meaning. The Millennial Generation’s work ethic is to not work.

Common experiences between the four different generations such as social, economic, cultural, and political are most influential in defining one’s values. These experiences cut across racial, ethnic, and gender differences (Stern, 2002).

Trust within Teams

Senge (2006), like many authors, highlights the importance of trust within teams. Robbins, Coulter, and Langton (2011) define trust as a belief in the integrity, character, and ability of a person. Some employees do not trust management. In an organizational change, it is important to involve employees in the decision process, because such inclusion tends to build trust (Langer & Thorup, 1996; Senge, 2006; Kouzes & Posner, 2007). To achieve an authentic workplace involves cutting through the noise to uncover the heart of the business or organization and reigniting the passion that drove the organization’s success. By fostering respect, people are open to sharing ideas. By valuing what people have to share, people are heard right to the very end, period.

Senge (2007), Bolman and Deal (2008), and Beuermann (2006) suggest the advantages of different types of teamwork; however, my goal for an organization is to follow the synergistic approach to teams. Such teams create something new by working as a team, not by relying on individual resources (Beuermann (2006). The outcome is something no team member possessed before, but was able to gain by working in a team. By way of synergistic teamwork, a solution exceeding 100 per cent can be achieved (Nurmi, 1996).

Staff morale within Teams

Increasing teamwork could boast staff morale within organization. Morale can be described as an "umbrella" notion that includes, in addition to satisfaction with the work environment, such attributes as enthusiasm, commitment or loyalty to the organization, willingness to work, and dedication to common goals (Johnsrud, Heck, & Rosser, 2000). Authors have argued that, when people are affirmed, staff morale increases. However, some employees may be satisfied with their job but find no advancement. Most organizations would like to retain staff; and, it is hoped that, by increasing staff morale, retention can be achieved. Johnsrud et al. (2000) and Burke et al. (2009) highlight the importance of examining administrators or middle management’s perceptions of work / life conditions, because this could increase or decrease staff retention.