Assignment Specifications A minimum of 12 peer-reviewed academic articles in total must be cited in the text to support your claims/arguments, and all references must be listed appropriately at the...

ORGANISATIONAL BEHAVIOUR
Table of Contents
1. Diversity management in the workforce    2
2. Expectancy theory and its direct use in organisational theory    2
3. Types of teams exist in the organisation    3
3.1. Simple work team    3
3. 2Administrative team    3
3.3. Cross-departmental team    3
3. 4. Process team    3
3.5. Self-managed team    3
3.6. Virtual team    3
3. 7. Factors to build coalitions in contemporary organisations    4
3. 7. 1. Goals    4
3. 7. 2. Commitment    4
3. 7. 3. Communication    4
3. 7. 4. Rewards    4
4. 1. Contingency theories of leadership    4
4. 2. Three theories of contingency    4
4. 2. 1. Fiedler’s contingency theory    4
5. Difference between organisation development and organisation change    5
6. Five tactics to overcome the change in contemporary organisation    5
6. 1. Propose incentives    5
6. 2. Reconsider cultural value    6
6. 3. Recruitment of champions of change.    6
6. 4. Shift the burden of change    6
6. 5. Exercise authority    6
References    7
1. Diversity management in the workforce
To build a diverse and inclusive workforce that allows its varied employees to enhance the performance of the company, this seeks to encourage greater participation in the framework of an organisation of workers from diverse backgrounds by clear policies and programmes of diversity awareness action provided in the organisation. As a response to the increasing diversity of the workforce around the world, companies are implementing diversity management techniques. To improve the inclusion and development of employees and the retention of employees of diverse experiences and traditions, businesses design specific programmes and methods (Griffin et al., 2020). The policies and plans are built to create a welcoming community for populations with restricted access to education and more active employment in the past.
Diversity in the workforce will thrive if a shared vision is incorporated within the leadership of the organisation. The senior executives in a company are responsible for the strategic formulation and can promote or eliminate cultural diversity based on the choices they make. Companies should look beyond conventional sources of new employees to consider alternative areas of expertise, such as service veterans, ethnic population to knowledge from other regions or nations. Hiring candidates with diverse expertise and experience will assist organisations in including a global customer base with higher quality services. Organisations should create resource networks where the staff of similar experiences should communicate and share their grievances in a safe environment. People from minority backgrounds often feel excluded from companies and can, therefore raise employee productivity. To create jobs for women and other ethnic communities, numerous jurisdictions around the world have adopted affirmative action policies (Chumg et al., 2016). People from diverse communities, experiences and values offer a diversity of job styles, ideas and insights that can be used by a company to increase productivity and foster product creation innovation.
2. Expectancy theory and its direct use in organisational theory
The incentive theory of expectancy describes the motivational mechanism of why people select one behavioural choice over the other. This theory argues that if people feel that there is a strong connexion between actions and results, the outcome is an attractive incentive. At the heart of the philosophy is the internal mechanism of how a person perceives the multiple motivating factors. Before making the final decision, this is achieved. The consequence is not the only deciding factor in the option of how to behave.
The principle of anticipation depends on whether a person can behave or act in a certain way when they are driven to choose a certain action over others because of what they perceive to be the outcome of that desired action (Nwali, 2016). In general, the incentive for the preference of behaviour is dictated by the desirability of the consequence. The logical mechanism of how a person processes the multiple motivating factors which are performed before making the final decision is at the heart of the philosophy. However, the consequence is not the only deciding factor in this preference of how to behave. This is not how people would be influenced by their talents in the modern age, moving from a repeater’s job opportunities to a peculiar format of the high technological expertise of hand and eye movement used in routine job opportunities. No repeated work opportunities are used by those...