Journal of Co-operative Organization and Management Essay Sample
Instructions (Organisational Behaviour)
The essay is an individual, written assessment aimed to assess understanding and application of various OB concepts. Claims made in the essay should be clear and adequately supported.
Assignment Goal
Using the case article, demonstrate your understanding of organisational behaviour by critically selecting and analysing key relevant constructs that explain the case issue and informs actionable solutions. This assignment requires you to critically think about your answers and articulate them clearly and convincingly.
The case involves a small co-operative organisation seeking to improve the participation of its members within the cooperative. The case article provides the background of the organisation, the people involved, examples of participation initiatives, and challenges of the co-operative members and its operations team.
Instructions.
Write an essay that addresses the following points. Refer to the accompanying article for the case.
1. Select two (2) broad organisational behaviour constructs that can explain why FAC is facing the problem of diminished member participation within the cooperative.
a. One (1) broad construct should be from Weeks 10, 11, or 12.
b. One (1) broad construct can come from any of the previous topic modules/textbook
chapters included in the unit.
2. Explain the idea behind each broad construct and why you determined each to be the possible factors that can explain why such problem for FAC exists. (Note: Some weeks combined two broad topics/constructs [e.g., Perceptions + Work Attitudes] – treat these as separate for this assignment.) For example: broad construct of Personality.
3. Further elaborate on your arguments behind your selection of the two broad constructs by
identifying the more specific and relevant constructs involved, as well as the theory/model/framework that can explain the issue. For example: Big 5 personality traits of extraversion and conscientiousness
4. Drawing from your responses for Question 3, propose two (2) actionable recommendations that can do to encourage member participation in the cooperative. Recommendations should be clear and specific, and accompanied by a convincing explanation why these are likely to be effective.
Solution
Introduction
The FAC Cooperative's success depends on its members' active engagement. This essay discussed how an organisation's culture might encourage or discourage engagement from its members and offered concrete suggestions for promoting teamwork and valuing individual contributions.
Broad Organizational Behavior Constructs
Motivation
Motivation is a key mental concept in organisational behaviour that describes the internal and external elements that encourage people to take action, keep at it, and succeed (Morales-Sanchez & Pasamar, 2020). Motivation is the driving factor behind all actions taken by a group. Extrinsic and intrinsic motivation are the two basic categories into which motivation may be divided. Intrinsic motivation is a person's internal drive sparked by curiosity, pleasure, or accomplishment. For Assignment Help, Conversely, extrinsic motivation is derived from external factors like incentives, recognition, or the threat of punishment. Needs, objectives, expectations, and the nature of the workplace are just a few variables that impact motivation (Belrhiti et al. 2020). To boost employee engagement, productivity, and overall performance, businesses must learn about, and effectively manage, employee motivation.
Motivated members are more inclined to participate in cooperative activities, provide knowledge, and act independently. Increased engagement and commitment to the cooperative's purpose and goals result from high motivation levels among members (Nguyen, 2020). Motivation gives members the drive and energy they need to accomplish the cooperative's objectives. Members are likelier to establish lofty objectives, stick with their plans, and succeed despite setbacks when inspired (Morales-Sanchez & Pasamar, 2020). Motivated members are proactive in looking for ways to contribute to the cooperative and have a significant influence.
Motivation is a key factor in fostering cooperation and collaboration among members, as well as cooperation and collaboration (Belrhiti et al. 2020). Motivated group members are likelier to learn from one another, provide mutual assistance, and cooperate to achieve group goals. Motivated members create a friendly and encouraging atmosphere that promotes cooperation and successful collaboration. Motivated members get more out of their time in the cooperative and are thus more likely to stay involved. Members are more inclined to stick around and continue contributing if they believe their membership is respected and appreciated (Nguyen, 2020). Member loyalty and the cooperative's long-term viability are both influenced by motivation.
Maslow's Hierarchy of Needs is a well-known theory on what motivates people. Abraham Maslow's theory proposes that a set of more basic needs determines people's actions and motivations. Food, drink, shelter, and other biological necessities are examples of Physiological Needs (Yurdakul & Arar, 2023). The desire for security, stability, and defence against physical and emotional damage is known as safety needs. The desire for approval from others, social contact, and a sense of belonging are all examples of social needs. Needs for Esteem include a need for respect, recognition, and a feeling of success.
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Figure 1: Maslow’s Hierarchy of Needs
(Source: Yurdakul & Arar, 2023)
Self-actualisation need is the greatest degree of needs, encompassing personal development, self-fulfilment, and realising one's full potential (Ryan et al. 2020). The FAC Cooperative can comprehend and meet the diverse requirements of its members by using Maslow's Hierarchy of requirements. The cooperative may provide the groundwork for greater motivation and engagement by offering a secure and welcoming space where all members feel valued and accepted (Yurdakul & Arar, 2023). Members' esteem needs may be met, and a feeling of self-actualisation can be fostered by recognising and applauding their efforts and accomplishments.
Organizational Culture
The term "organisational culture" refers to the common values, beliefs, assumptions, and norms that determine how employees behave and interact with one another. The organisational culture is the attitudes, behaviours, and conventions specific to a certain organisation and shapes how its members see and understand their work environment (Srisathan et al. 2020). Organisational culture is sometimes referred to as the "personality" of the organisation. It may be seen in several ways, such as the purpose and vision of the company, communication norms, leadership styles, rituals and ceremonies, and physical workspace.
In the framework of the FAC Cooperative, organisational culture is very important. The cooperative's culture shapes how its members understand their responsibilities, communicate with one another, and work together (Arif et al. 2019). Increased engagement and cooperation may result from members feeling like they belong, trusting one another, and working together. Members of FAC Cooperative are more likely to donate their time, skills, and resources if they feel there is a strong culture of cooperation, information sharing, and community engagement (Spicer, 2020). It has the potential to inspire members to take part in cooperative endeavours by making them feel appreciated. Members' engagement and enthusiasm might be dampened by a poisonous culture marked by distrust, competitiveness, or a failure to work together. The cooperative's culture is important in luring new members and keeping old ones around. Attracting members who care deeply about the cooperative's goals and are prepared to put in significant effort to achieve them requires cultivating a welcoming and inspiring culture (Sapta et al. 2021). Furthermore, a robust culture may contribute to member happiness and dedication, leading to continued membership and activity.
The Competing Values tool (CVF) by Robert Quinn and Kim Cameron is useful for examining organisational culture issues. Based on these two axes, the CVF suggests four distinct cultural styles organisations might adopt. These styles are internal focus, external focus, flexibility, and stability (O’Neill et al. 2021). A focus on cooperation, collaboration, and a family-like environment characterises Clan Culture. The group members are supportive of one another, and they are encouraged to grow professionally and personally. Innovation, inventiveness, and flexibility are valued in the Adhocracy Culture. It fosters a spirit of exploration, adventure, and initiative.
The Market Culture highly values competitiveness, performance, and accomplishing organisational objectives. It places a strong emphasis on individual success and focuses on external competition. Values of Stability, Control, and Adherence to Rules and Procedures are essential in Hierarchy Culture (Lindquist, 2022). Effectiveness, uniformity, and a defined chain of command are emphasised. FAC Cooperative's culture may be evaluated using the Competing Values Framework's four cultural clusters. If the cooperative can identify its dominant cultural type, it may tailor its ideals, practises, and communications to better foster the qualities they value (Bhuyan, 2007).
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Figure 2: Competing Values Framework
(Source: O’Neill et al. 2021)
To encourage cooperation and teamwork, a cooperative may fortify such aspects of clan culture as open communication, team-building exercises, and public acknowledgement of the group's successes (Abu Tayeh & Mustafa, 2022). To comprehend the dynamics of FAC Cooperative, it is essential to understand organisational culture. A welcoming and accepting environment may boost members' engagement, teamwork, and pride in the organisation's accomplishments. By analysing and adjusting the cooperative's culture, the group may foster an atmosphere where members are encouraged to take an active role in helping the business reach its goals.
Elaboration on the Selected Constructs
Motivation
Several sub-constructs within the larger motivational concept are useful for learning about and improving motivation at the FAC Cooperative. These theoretical frameworks highlight what motivates and discourage members (Morales-Sanchez & Pasamar, 2020). Goal Setting Theory is a strong motivational theory that defines demanding and attainable goals. Members are likelier to put out the effort and persevere when they have specific objectives that match the cooperative's aim.
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Figure 3: Goal Setting Theory
(Source: Morales-Sanchez & Pasamar, 2020)
Goal setting promotes motivation and the chance of success because it offers direction, focus, and a feeling of purpose. External motivation influences include incentives and prizes (Belrhiti et al. 2020). Motivating rewards may be monetary or non-monetary and are used to encourage good behaviour and boost productivity. Members' desire to engage in and succeed within the cooperative may be increased by offering them incentives and prizes for their efforts and accomplishments (Nguyen, 2020). Motivation may be increased by offering incentives and prizes, including recognition, promotions, bonuses, and public acknowledgement.
The Self-Determination Theory (SDT), proposed by Edward Deci and Richard Ryan, is one theory that explains the connection between motivation and the FAC Cooperative. According to SDT, motivation occurs when one's psychological requirements for autonomy, competence, and relatedness are met (Mehra et al. 2021). A feeling of choice and control over one's actions and choices is what is meant by the term "autonomy." Members of the FAC Cooperative are more likely to be engaged in cooperative activities if they are given the opportunity to provide input, make choices, and shape the cooperative's direction. A feeling of ownership and intrinsic drive may be fostered by giving members autonomy (Limnios et al. 2018).
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Figure 4: Self-Determination Theory (SDT)
(Source: Mehra et al. 2021)
The desire to feel competent and successful in one's activities is related to competence. Members' competence and motivation may be increased by allowing them to learn new skills and advance their careers (Wood, 2019). To boost its members' drive to participate and succeed, the FAC Cooperative provides them with educational programmes, seminars, and mentorship. The need for close friendships and acceptance is at the heart of what people mean when discussing "relatedness." A feeling of belonging may be fostered by working to make the FAC Cooperative a welcoming and accepting place for all its members (Chiu, 2022). Members' incentive to engage and contribute increases when they feel appreciated, respected, and supported by their peers and the cooperative.
The Self-Determination Theory may be used at the FAC Cooperative to foster a setting that caters to its members' individual, social, and group needs. To do this, it is important to give members a voice in important decisions, help them acquire new skills, and create a feeling of community and belonging (Mehra et al. 2021). Members' enthusiasm to participate in cooperative endeavours increases when their basic psychological requirements are met. The Self-Determination Theory provides a framework for comprehending and fostering motivation inside the FAC Cooperative via the particular constructs of goal setting and incentives/rewards (Wood, 2019). The cooperative may establish a motivating environment that promotes the attainment of its objectives via the active engagement of its members by creating clear goals, giving incentives and rewards, and supporting members' autonomy, competence, and relatedness requirements.
Organizational Culture
The term "organisational culture" describes the common values, beliefs, norms, and practices that influence how people behave and interact inside an organisation. Several sub-constructs of organisational culture are of interest for analysing how membership in the FAC Cooperative is affected by its culture (Srisathan et al. 2020). A company's culture is heavily influenced by its common vision and values. The members of the FAC Cooperative need to have a shared vision and set of values to foster a strong feeling of community and shared purpose (Arif et al. 2019). Members are more likely to work together towards the cooperative's objectives if they have a strong sense of alignment and commitment to its mission and vision.
Organisational culture is built on the foundation of collaboration and communication. Collaborative cultures value and reward members that work together effectively and are honest and forthright with one another (Spicer, 2020). Creating a welcoming and collaborative environment is possible by encouraging and supporting members to work together, exchange ideas, and have open and honest conversations. Facilitating member engagement and participation via improved information flow due to efficient communication channels and practises.
Clan culture places a premium on working together and treating each other as family members. Members of this culture have a deep bond of support and belonging (Sapta et al. 2021). Clan culture supports open communication, prioritises connections, and allows members to share their ideas and knowledge, increasing member engagement. The cooperative may foster a family atmosphere by encouraging cooperation, setting up mentoring schemes, and hosting get-togethers. Adhocracy Culture is characterised by creativity, flexibility, and risk-taking. In this setting, people can take risks and express their individuality. Through exposure to new ideas and the empowerment that comes from taking charge of one's own projects, Adhocracy cultures encourage active membership (O’Neill et al. 2021). The cooperative has the potential to foster an adhocracy culture by providing opportunities for members to learn and grow professionally, as well as by providing forums in which members may discuss and put into action novel ideas.
Market cultures place a strong emphasis on success, accomplishment, and outcomes. In this society, success is measured by output, responsibility, and effectiveness (Lindquist, 2022). Market Culture may increase member involvement by creating performance indicators, defining objectives, and recognising and rewarding top performers. Aligning members' aspirations with the cooperative's aims, giving performance-based rewards, and creating healthy competition among members are all ways in which the cooperative might develop a market culture (Abu Tayeh & Mustafa, 2022). Hierarchy culture places a premium on order, regulation, and stability. Conformity to established norms and respect for authority are highly prized in this society.
Some components of hierarchy culture, such as clearly defined tasks and responsibilities, might provide members with structure and direction. Still, the culture's propensity for establishing a strict bureaucratic atmosphere could discourage their involvement (Arif et al. 2019). By encouraging open lines of communication, giving members responsibility, and giving them a voice in decision-making, the cooperative may lessen the impact of the dominant hierarchical culture.
Actionable Recommendations
The cooperative should make it a priority to create a culture that encourages participation from all members by taking the following steps:
They can strongly advocate for establishing multidisciplinary teams that include members with a wide range of skills. As a result, members will be more likely to work together, consider diverse perspectives, and share information (Piorkowski et al. 2021). They can establish efficient communication routes among team members, such as frequent meetings, online discussion boards, and other venues. All members should be given a chance to weigh in on important decisions, so be sure to encourage their involvement.
Members will feel appreciated, involved, and encouraged to contribute actively if a cooperative and welcoming culture is promoted. Collaboration fosters creative thinking, problem-solving, and group decision-making, improving results (Simanjuntak et al. 2021). When members can express their thoughts and concerns to one another freely and the cooperative as a whole, it fosters a feeling of community and encourages participation. With an environment like this, members are likelier to be happy, connected, and invested in the cooperative's success.
The cooperative should adopt the following mechanism to recognise and reward member efforts, both individually and collectively: They can create a formal recognition programme recognising members' contributions, accomplishments, and efforts. Awards, certificates, public acclaim, and monetary bonuses fit this bill (Chen & Huang, 2023). They can recognise and celebrate the achievements of cooperative members who have made notable contributions. To encourage and inspire other group members, share these accounts via newsletters, social media, or special events. Motivating and satisfying members by recognising and rewarding their efforts is likely fruitful since it increases members' feelings of achievement and contentment (Camacho-Minuche et al. 2021). As a result, members feel valued and are more likely to offer their expertise and perspectives. The cooperative may encourage its members and remind them their work is appreciated by sharing its success stories. A good organisational culture that promotes and encourages involvement will be fostered due to this recognition and gratitude, boosting member engagement.
Conclusion
In conclusion, the FAC Cooperative's level of member engagement is strongly influenced by the company's culture. The cooperative may establish an atmosphere that encourages and engages its members by promoting a collaborative and inclusive culture and recognising member efforts. These concrete suggestions provide the groundwork for expanding the cooperative's membership and achieving its goal of promoting equitable and sustainable growth within the Philippine food system. The foundation for a thriving and influential cooperative movement may be laid by the FAC Cooperative, which places a premium on organisational culture and member engagement.
References
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