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In Assignment 2, you created a professional development plan using EI building blocks and motivation. In this last assignment, you will examine how politics and power influence an organization and its culture.In business, power and politics greatly influence an organizational culture and may hinder organizational productivity. In your role as consultant you observed power and politics influence on the corporate culture.INSTRUCTIONSFollowing SWS standards, write a 5 to 7 page report that addresses the following:1. Influence of Politics and Power○ Explain how politics and power-play may have influenced the organization’s culture.2. Sources of Power○ Explore the sources of power and describe how management could use this influence to benefit the department and improve organizational performance.3. Leadership Behavior and Culture○ Make recommendations that support how the study of power and politics could influence leadership behavior and improve the organization’s culture.4. Leadership Influence○ Discuss the importance and complexity of leadership behavior in solving the issue you identified. How does it influence organizational structure and performance?5. References and Citations○ Go to https://research.strayer.edu to locate at least two resources.○ In-text citations are required when paraphrasing or quoting another source.6. Formatting and Writing Standards○ Formatting and writing standards are part of your grade. Align your formatting to the Strayer Writing Standards.*Grading for this assignment will be based on the following criteria and evaluation standards1
Professional Development Program
Rachel D. Rael
Leadership and Organizational Behavior BUS 520
Dr. Wanda Tillman
February 23, 2020
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Professional Development Program
Introduction to the Organization
Verizon Wireless is a Multinational communications corporation (frequently renamed to
Verizon) that sells wireless equipment and facilities. Verizon Wireless offers 119.7 million
customers with the network around the country. The promotional criteria are stored in
uncategorized documents that require the customer service representative to go through various
documents to check and verify a customer’s eligibility. This process is long and tedious and
wastes a lot of valuable time. Verizon Communications, Inc. makes use of its corporate
philosophy to guarantee good performance goods (4). Quality is a competitive edge, which is the
key foundation for the communications business strategy of the organization. In this respect, the
business benefits from its corporate culture are input to aggregate company productivity and
tactical achievement. The organizational culture or business philosophy of a company defines the
collection of principles, values, and standards which influence the actions of the employees.
Customer-centeredness encourages staff to define what clients anticipate from the firm and to
make a contribution to alternatives aimed at meeting these aspirations. In order for Verizon to
adhere to the culture of putting customers first, then it is important the company has processes in
places to make employees jobs easier. Any customer appreciates having their questions answered
and issues resolved without having to spend a significant time on the phone waiting for an
answer. Verizon needs customers to be promotors, which will contribute to customer growth and
more revenue.
Emotional Intelligence and Motivation
By definition, EI eludes to the capability of correctly identifying and managing personal
emotions and the emotion of others, especially in a team setting and managing employee
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performance and job fulfillment. EI normally has three basic skills levels. Individuals who have a
high sense of Emotional Intelligence are completely aware of their emotional state, harness the
emotions and apply them in solving problems relating to the workplace or otherwise, and the
ability to control one’s feelings and those of others. Emotionally intelligent team leaders are well
suited to select people and form a functioning and cohesive team. With this in mind, there are,
however, various EI building blocks that would significantly influence employee performance
and also the individual job engagement and fulfillment (5). The building block that is at the
forefront in this case, is the relationship management. To put simple terms, it is the
communication that occurs between management/leadership and customer service
representatives. Emotional Intelligence will help the company choose supervisors who have
direct knowledge, through feedback from their representatives, of the problem with the current
promotions information. For example, when supervisors receive the feedback about the length of
time it takes to retrieve promotions, supervisors can pull the call and see what representatives
have to do on that call type. If supervisors actually see it, then the situation is more real and not
just a complaint and they understand that a more effective process must be offered. Supervisors
can then relay the issue to their supervisors and ask them to bring it up to the higher ups.
For this problem, the man issue here is not seeing the issue as high priority because it
doesn’t seem that vital in the over-all big picture of customer service. The belief though is that an
improved process will help representatives do their job better which makes happier employees
and customers promotors of Verizon because of a great customer experience. Emotional
Intelligence will apply to Verizon’s leadership/management, they will put their emotions on the
back burner and develop and implement processes that align with culture of being the leader of
customer service. Also, the use of EI will help management in putting a team together who can
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develop efficient ways to manage information. The team can see first hand what the problem is
and from there they can brain storm ways to make resolve the problem.
The company focuses on the quality of the commodities; therefore, the small details
needed to provide high quality customer service are overlooked. Verizon’s vision is ensuring
every customer, no matter the reason for their call, has a great customer experience. The after
call surveys are used as a tool to understand what customers want and expect. Customer services
representatives do have the opportunity of providing suggestions to leadership, but if the issue
isn’t a priority, then it goes nowhere. The frustration is felt on both sides of the call-customer
and representative.
Before introducing a process, the decision makers in the company should first present it
to customer service representatives for any input or feedback. The employees who actually have
to use the processes could give management insight as to what is involved in customers getting
excellent customer service. In this situation the equity theory seems to be most fitting. The
theories of mechanisms describe how happiness occurs around, as compared to what induces
encouragement. The equity theory equates that employees gauge their performance in relation to
how much employees benefit from how much they put into their job everyday. For example,
employees who do their job better than their peers, receive a better bonus and raise will likely
feel they are better performers and want to continue to do so. In order for employees to do their
job well, it is vital they have a clear understanding what is expected of them from the company.
It goes without saying that employees will more productive and satisfied if they know what is
expected of them. The systems can link customers’’ information and/or orders and identify their
eligibility for the available promotions. This information will be useful whether a customer
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inquires if they are eligible for the promotion or inquires after they make purchase if they
qualified for a promotion when they made the purchase.
Effective Teams
Effective teams deliver excellent customer service which includes resolving customers’’
issues and help reduce frequent call backs. This type of customer service is alignment with
Verizon’s customer first culture. When there is effective communication at all levels of the
company, the company can successful achieve its goals and hopefully exceed them. It’s crucial
that all employees are on the same page as to what goals the company is trying to achieve. If
some or any are left in the dark, then it can cause resentment and make employees not want to
put in their best efforts. Employees need to understand how their job contributes to the success
of the company and it is truly a team effort. The performance of a given organization is
determined by the level of cohesiveness of team members in pursuit of the organizational goals.
As a result, adopting strategies to form and manage group dynamics and individual employee
behavior is essential (1). The first step I would take is to set clear and shared goals. Goals ought
to be sufficiently particular to offer guidance to the team members on the recommended course
of action and procedure. Often, a target should specify the objectives, not the methods, and as a
result, acts as a guiding principle to impact the individual and group actions. It is beneficial to
the organization as it offers groups the freedom to work out how the objective will best be
accomplished (6). The advancement of useful and appropriate performance indicators is
correlated with offering clear goals so that team members can feel optimistic about their
accomplishments. This strategic position, however, is very long and requires constant training
and knowledge acquisition from the employees, and as such, it may take a long period before
realizing any benefits (7).
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Through this method, the team will also create decision making authority. To carry out
the tasks effectively, teams need decision-making autonomy and, thus, a reasonable degree of
empowerment. They would need authorization for their proposals without this power, and these
proposals could be dismissed before they are indeed confirmed or not established. The informal
and formal teams and departments should be able to explore for creativity to take place.
Nonetheless, it is necessary to assign this responsibility to individuals within certain limits to
prevent expensive errors (2). It may also be essential to gradually hand overpowers so that the
freshly obtained authority does not overwhelm members of the team. Through a specific focus,
individuals can empower themselves and, especially so, if they feel a sense of team and
individual responsibility when it comes to the objectives of the entire organization.
The human resource department would, as a result, focus on ensuring the company has
adequate representation within the candidate and employee pool. Having an adequately
represented candidate pool will ensure that the organization not only attracts diverse workers but
also hires people from different backgrounds, varying capabilities, and world perspective. The
final selection process is based on agreement, and attention is given to all dimensions of the
candidate. I will look at the technical knowledge, soft skills, and extra perks that would be
brought to bear by a specific candidate. All the abilities and characteristics of a candidate are
taken into account in the penultimate recruiting choice. The first task to leverage a diverse team’s
resilience is, of course, to get distinctive viewpoints to the podium. It is essential to develop an
encompassing atmosphere where people can share their ideas and insights once they are at the
discussion forums making specific business decisions. This includes the team’s commitment to
ensure open and respectful contact, as well as an ongoing emphasis on progress and
advancement (7). It should be remembered that while best practices for diversity and integration
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are intended to support individuals from underrepresented classes, they ultimately support
everyone and build a better overall team.
Additionally, in the modern business and corporate environment, the conduct of
employees is very critical, and as the manager, I would need to formulate positive motivation to
guide the specific actions by each employee concerning workspace and work-life balance. As a
result, I will incorporate individual and team incentive plans for better and growth performance.
Emphasizing personal incentives helps the organization by reducing group-based work efficiency
and allows members of the team to aim for particular success objectives that may not suit the
overall organizational goals (3). The main drawback to this alternative is an increase in the wage
bill, which may face opposition from the firm owners since it reduces their profits. A team-based
incentive scheme should recompense staff for coordination and team achievement contributions.
One example of this structure is a benefit-sharing strategy that rewards the entire team with
concepts that are effective and financially viable within the context of organizational prior set
goals and projections rather than rewarding management or individual entities. The concern of
social loafing is a significant issue that can arise with team-based incentives. It happens when
one or more group members’ contributions are diminishing and are more prone to occur in
overly large teams or organizations with a large number of employees (7). When team-based
incentives are utilized, like other team members who are accountable for performance, social
loafers are compensated. This is not an assumption for an external effort-based incentive
structure, but instead an assertion for the need for team-based professionalism to precede the
team-based incentive structure.
Reward System
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The reward system is also a key component in the implementation of the strategies to
solve the current issue, which is the long process in retrieving customer details concerning a
promotional activity. The promotional criteria are stored in uncategorized documents that require
the customer service representative to go through various documents to check and verify a
customer’s eligibility. This process is long and tedious and wastes a lot of valuable time. The
reward system in the organization is not the main call for concern. While the yearly bonuses are
a great incentive, customer service representatives do have a tough job and adding something
extra is a possibility.
Verizon could for example consider providing employees with incentives for stock
options. Stock options can be an added incentive for employees who are exceeding their
performance agreement goals. This is just gives employees another reason to not only do their
job, but do their job well. This could help employees make better business decisions during their
calls and take the extra time with customers as well.
Conclusion
A big piece of the puzzle of success for Verizon is employees delivering, day after day,
outstanding customer service and the employees feeling valued for their hard work. The diversity
of the workforce ensures that supervisors have distinct viewpoints and a more extensive range of
perspectives during the decision making process. Also, the employees and the teams need to
align their priorities and targets with the organizational mission to attain maximum performance.
The reward system and constant evaluation of the various processes will ensure that the Verizon
can stand out from its competitors when it comes to customer service.
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Sources
1. Aldag, R., & Kuzuhara, L. (2015). Creating High-Performance Teams: Applied
Strategies and Tools for Managers and Team Members. London, England: Routledge.
2. Aquino, C. T., & Robertson, R. W. (2017). Diversity and Inclusion in the Global
Workplace: Aligning Initiatives with Strategic Business Goals. Basingstoke, England:
Springer.
3. Franz, T. M. (2012). Group Dynamics and Team Interventions: Understanding and
Improving Team Performance. Hoboken, NJ: John Wiley & Sons.
4. Verizon. (2020, January 27). Code of Conduct and Credo. Retrieved from
https://www.verizon.com/about/our-company/code-conduct
5. Pinos, V., Twigg, N. W., Parayitam, S., & Olson, B. J. (2013). Leadership in the 21st
century: The effect of emotional Intelligence. Electronic Business, 12(1), 61-74.
6. West, M. A. (2012). Effective teamwork: practical lessons from organizational research.
John Wiley & Sons.
7. Wickenheiser, H. M., & Keegan, D. A. (2014). Key elements of highly effective teams,
Teamwork 133(2), 184-186.
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