Presentations Must Be Complete And Reviewed By The Entire Te

Presentations Must Be Complete And Reviewed By The Entire Team Before

Presentations must be complete and reviewed by the entire team before presenting. Demonstrating positive human relation skills is a key to the success of a team. Each member must communicate, share duties, and behave in a respectful and professional manner.

Motivation is an internal drive that causes people to behave a certain way to meet a need. The way individuals behave at work is a result of trying to fulfill a need. If needs are not met, behavior changes. Team members need to be motivated to achieve success. Several factors can contribute to motivating team members. The most obvious motivation factor is money. However, when working in teams, monetary payment often may not be the primary motivating factor.

Motivation comes from within. A team member's motivation may be a sense of accomplishment or the achievement of a goal. The motivating factor may be the social acceptance received from others for being part of a successful team. For some, the motivation factor may just be a matter of keeping their job. Abraham Maslow created a hierarchy of needs (see figure 11-1).

This hierarchy of needs essentially states that throughout one's lifetime, as individuals' needs are met, they move up a pyramid (hierarchy) until they self-actualize and have realized their potential. Organizational behaviorists have adapted Maslow's hierarchy to a typical workplace. Maslow's lowest level, physiological needs, translates to basic wages. People work to receive a paycheck, which is used for food and shelter. The next step up the pyramid is safety needs. Individuals desire not only a safe working environment but also job security.

It is only after individuals receive basic wages and experience job security that they invest in workplace relationships, thus reaching the social needs level. Employees cannot progress to the next level until positive workplace relationships are realized. The next level on the pyramid is self-esteem needs. This is when employees flaunt workplace titles, degrees, and awards. Their need is to inform others of their accomplishments. The final stage of the hierarchy is that of self-actualization. In a workplace, this is when employees have successfully had their basic needs met and now desire to assist others in meeting their needs, such as becoming mentors or coaches.

Maslow's theory remains relevant today in explaining what motivates employees and how they respond to various motivational factors. Each level of the pyramid addresses different ways people need to be motivated. Recognizing that motivation varies among individuals, observing behaviors, and identifying their needs allows team members to create a motivating environment.

It is important to understand that motivation is internal; only the individual can motivate themselves. Others can only provide an environment conducive to motivation. The exercise involving evaluating comments according to Maslow's hierarchy helps in understanding expressed needs in workplace communications.

People can quickly move between levels on Maslow’s hierarchy; however, if motivation is lost for more than a week, it may indicate job burnout. Signs of burnout include frequent tardiness or absence, continual complaining, poor physical and emotional health, gossiping, and a desire to cause harm or damage to property. Persistent lack of motivation should prompt consideration of a job change, as remaining in such conditions can negatively impact both the individual and the organization.

Leadership plays a crucial role in motivating teams. Leadership is defined as guiding individuals toward specific goals. It is not limited to managers or supervisors—every employee should demonstrate leadership qualities. A leader motivates through relationships based on trust, professionalism, and mutual respect. A true leader helps others accomplish tasks successfully and inspires motivation.

Unlike bosses who may merely direct without guidance, leaders foster collaboration, problem solve, communicate clear plans, and delegate responsibilities appropriately. Effective leadership involves knowing the project’s purpose, understanding team members' strengths and weaknesses, and being trustworthy. Leaders also empower, teach, and mentor others, contributing to team success and project achievement.

Leadership styles vary—autocratic, democratic, and laissez-faire—each suitable to different situations. The most appropriate style depends on the context, such as a football team, a gaming design team, or a corporate office. Regardless of formal position, individuals are encouraged to volunteer for leadership roles, develop skills through training, and observe successful leaders or find mentors to improve their leadership capacity.

Conflict management is an integral part of effective leadership. Common methods include compromising—where both parties give value to reach a shared solution—and collaborating—where both work together to find mutually beneficial outcomes without sacrificing important interests. Successful negotiation requires honest communication, active listening, and willingness to find common ground.

During conflicts, good communication skills—such as listening without interruption, observing body language, and focusing on objectives—are essential. When conflicts cannot be resolved directly, mediators can facilitate solutions. Handling conflicts constructively minimizes damage to workplace relationships and promotes a positive environment.

Behavioral styles in conflict resolution vary: forcing (assertive and direct), avoiding (ignoring the issue), accommodating (yielding to others), compromising (mutual give-and-take), and collaborating (working together). The choice depends on the offense and circumstances. Professionals must behave assertively—standing up for their rights without infringing on others’ rights—while maintaining respect and professionalism.

Workplace harassment, including sexual harassment, must be addressed proactively. The EEOC defines sexual harassment as unwanted sexual advances and describes two types: quid pro quo and hostile environment. Quid pro quo involves exchanges like a sexual favor for a job benefit, while hostile environment harassment involves unwelcome behaviors creating an intimidating or offensive work environment. Companies have policies and procedures to prevent and address harassment effectively.

Handling conflicts effectively involves remaining calm, accepting responsibility, documenting behavior if necessary, and seeking internal or external assistance if the situation persists. Confidentiality and professionalism are crucial when managing workplace disputes.

Enhancing note-taking skills through role-playing and practicing handling interruptions maturely develop communication competence. Recognizing conflict management styles and applying appropriate techniques contribute to effective workplace interactions and problem resolution.

Paper For Above instruction

Effective teamwork is essential for organizational success, and central to this is the principle that presentations must be completed and reviewed collectively before delivery. This ensures accuracy, consistency, and collaborative input, fostering professionalism and accountability among team members. Moreover, demonstrating positive human relations—such as respectful communication, sharing duties equitably, and maintaining a professional demeanor—creates a productive team environment conducive to achieving shared objectives.

Motivation, a crucial driver of performance, originates internally, propelling individuals to meet their needs and attain personal and organizational goals. While monetary incentives are often associated with motivation, intrinsic factors such as a sense of accomplishment, social acceptance, and purpose play significant roles, especially within teams. Abraham Maslow’s hierarchy of needs provides a valuable framework for understanding employee motivation. Starting with physiological needs (basic wages for essentials), individuals seek safety (job security and safe environment), social belonging (positive workplace relationships), esteem (recognition and respect), and ultimately self-actualization (personal growth and mentorship) (Maslow, 1943).

This model highlights that motivation varies among individuals; some may prioritize security while others seek recognition or purpose. Recognizing where team members are within this hierarchy allows leaders and colleagues to tailor motivational strategies, creating an environment that fosters productivity and satisfaction. For instance, providing meaningful recognition may motivate esteem needs, whereas opportunities for skill development address self-actualization (Latham & Pinder, 2005).

Furthermore, motivation is fluid; individuals can move across levels rapidly depending on circumstances. For example, a person may temporarily focus on safety after a job insecurity scare or shift to self-esteem after receiving an award (Deci & Ryan, 2000). Conversely, prolonged absence of motivation, evidenced by absenteeism, irritability, or burnout signs like emotional exhaustion, can derail individual performance and team cohesion. Job burnout, characterized by physical and emotional exhaustion, cynicism, and reduced efficacy, warrants attention as it can lead to turnover and diminish organizational effectiveness (Maslach, Schaufeli, & Leiter, 2001).

Leadership, beyond formal management, encompasses the ability to influence and motivate others toward common goals. Effective leaders foster trust, communicate clearly, and inspire through relationships rather than authority alone. Leadership styles—autocratic, democratic, and laissez-faire—each have situational appropriateness. Autocratic leadership, suited for urgent or critical tasks, entails centralized decision-making. Democratic leadership encourages participation, fostering creativity and ownership. Laissez-faire leadership, which grants autonomy, may work well with highly skilled teams but risks lack of direction if not managed properly (Lewin, Lippitt, & White, 1939).

Regardless of style, leadership involves guiding, mentoring, delegating, and empowering team members. Delegation not only alleviates the leader’s workload but also develops others’ skills and confidence. Recognizing team members’ strengths and assigning responsibilities accordingly enhances project success and morale. Leaders who model professionalism and competence inspire trust and motivate others to align their efforts toward common objectives.

Developing leadership skills can be achieved through volunteer roles, mentorship, training, and observing successful leaders. For example, joining committees, attending workshops, and seeking feedback help individuals refine their leadership abilities. Embracing leadership at all levels fosters a proactive organizational culture, promoting collaboration and continuous improvement.

Conflict management is vital in maintaining a harmonious workplace. Various strategies—such as compromising, collaborating, forcing, avoiding, and accommodating—are employed based on the situation. For minor offenses, forcing (assertively addressing the issue) can be effective, whereas avoiding may be suitable for trivial conflicts. In cases where preserving relationships is essential, accommodating allows one party to yield, maintaining harmony. Collaboration, involving open dialogue and mutual problem-solving, often results in sustainable solutions (Thomas & Kilmann, 1974).

Negotiation skills underpin successful conflict resolution. Effective negotiation involves honest communication, active listening, non-verbal cues observation, and focus on shared objectives. When direct resolution is unfeasible, mediators can facilitate discussions, helping parties find mutually acceptable solutions. Confidentiality and professionalism are crucial to prevent escalation and preserve workplace relationships.

Assertiveness—standing up for one’s rights respectfully—is a key communication skill in conflict management. It prevents passive—where one yields without assertion—or aggressive—where one violates others’ boundaries—behaviors. Assertive communication fosters mutual respect and ensures individuals’ needs are addressed without harm (Alberti & Emmons, 1970). Professionals must balance assertiveness with empathy, especially when addressing sensitive issues like workplace harassment.

Workplace harassment, particularly sexual harassment, requires proactive measures to safeguard employee rights. The EEOC identifies two main forms: quid pro quo, where employment benefits are exchanged for sexual favors; and hostile environment, characterized by unwelcome conduct that creates an intimidating, offensive, or abusive work setting (EEOC, 2020). Organizations must enforce policies, provide training, and establish clear reporting procedures to prevent harassment and address complaints promptly.

Handling conflicts involves calmness, accountability, documentation, and seeking internal or external support as necessary. Confidentiality and respect are fundamental to effective resolution. When conflicts impact job performance or violate workplace norms, timely intervention preserves the integrity and morale of the organization.

Developing communication skills through role-play, especially in handling interruptions or disagreements maturely, enhances professional interactions. Understanding conflict styles allows individuals to adapt their approach based on circumstances, fostering constructive dialogue and problem-solving. Building assertiveness, empathy, and active listening skills contributes to a positive, collaborative work environment conducive to achieving organizational objectives.

References

• Alberti, R. E., & Emmons, M. L. (1970). Your perfect right: A guide to assertive behavior. New Harbinger Publications.
• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
• EEOC. (2020). Sexual harassment. Equal Employment Opportunity Commission. https://www.eeoc.gov/sexual-harassment
• Latham, G. P., & Pinder, C. C. (2005). Work motivation theory and research at the dawn of the twenty-first century. Annual Review of Psychology, 56, 485-516.
• Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in locally founded games. Journal of Social Psychology, 10(2), 271-299.
• Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52, 397-422.
• Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.
• Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann Conflict Mode Instrument. Xicom.
• Latham, G. P., & Pinder, C. C. (2005). Work motivation theory and research at the dawn of the twenty-first century. Annual Review of Psychology, 56, 485-516.
• Psychology.about.com. (n.d.). Leadership quiz. http://psychology.about.com/library/quiz/bl-leadershipquiz.htm