AC 2.1 Theory/Model of Organisational Culture and Theory/Model of Human Behaviour

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Meritocracy (Model of Organisational Culture)

Meritocracy places an open platform for which employees can freely share their opinions but carries the prier of having leaders identify the most appropriate opinion for analysis and implementation. In a meritocracy, executives only work with the best forms of outputs and may not facilitate democracy. The framework gives room for employees to forge their path to professional growth and development only if they do so while putting their best foot forward. An organisation may opt to assess identified key performance indicators (KPIs) on individual employees and use results to elect on who deserves recognition. This culture has been hailed as a future-proof concept in ensuring that organisations only work with the best. The basis behind a successful meritocracy culture may lie within an organisation’s ability to create a passionate working environment. When leaders clearly define overall goals, facilitate substantive resources and construct an enjoyable working environment, employees tend to strongly promote meritocracy.

Taylor’s Scientific Change Management Theory (Theory of Human Behavior)

Frederick Winslow Taylor promoted a conceptual argument stating that raw encouragement to productivity did not, necessarily, inspire motivation in employees. Instead, the theorist urged executive managers to consider breaking down roles into simpler tasks as a way of enhancing higher accomplishments. In the modern world, breakdown the tasks into everyday deliverables can work in making sure that employees take the small steps to individual but professional success. The absorption of Taylor’s system of thought can influence the change of behavior in facilities with an aim of convincing employees of the easy executive nature of tasks. A sales’ officer can have their annual target broken down into shorter spans of time. The periodical achievement of the targets eventually informs the long-term success paving way of the realization of collective goals. The impression that a task is easier when broken down amplifies an employee’s sense of energy and may increase their motivation levels.

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