how to write an essay on organizational behavior

Introduction to Organizational Behavior

First Online: 02 August 2023

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how to write an essay on organizational behavior

Josiah Kwia 4

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Organizational behavior (OB) takes a systematic approach to understand how individuals and groups behave in organizations as well as the relationship between people and organizations. This chapter examines organizational behavior from the viewpoints of professionals and researchers. First, a case is presented describing individuals’ behavior in difficult circumstances, and then a brief definition of organizational behavior follows. Next, we will analyze how organizational behavior differs from human resources. Then we will proceed to OB during the pandemic. We will also review why we study OB: from Taylor’s Principles of Scientific Management to Mayo and Roethlisberger’s Human Relations Theory (Hawthorne Effect), to understand the history of organizational behavior. The following is a synopsis of all the topics that will be discussed in the book. Last, we look at organizational behavior research. This section provides an explanation of why and how we conduct OB research, as well as breaks down various study designs and measurement issues.

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Henri Fayol developed an approach to managing businesses that have come to be known as Fayolism during his career as a mining engineer, executive, author, and director. The development of modern management is generally attributed to Henri Fayol (Fayol, 1949 ). Over the course of the twentieth century, his management theories influenced industrial management practices in a significant way. The ideas of Fayol were developed independently of other theories that were prevalent at the time, such as those of Elton Mayo and Human Relations. Fayol outlined the skills needed for effective management in his 14 Principles of Management. Fayol’s management theories are still used today. Besides the Principles, Fayol identified five basic management functions. Among the management functions are planning, organizing, commanding, coordinating, and controlling. Fayol emphasized that managerial skills are different from technical skills. Moreover, Fayol recognized that management is a field requiring research, teaching, and development. Fayol proposed 14 principles and five functions that form the basis of Administrative Theory. A variety of nonacademics shared their experiences and contributed to its progress. Fayol’s Five Functions of Management originated the planning-organizing-leading-controlling framework that remains an influential management framework throughout the world today.

Abbreviations

Captain Chengquan

Human Resources

Human Relations Theory

National Football Association

National Hockey League

Organizational Behavior

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Kwia, J. (2023). Introduction to Organizational Behavior. In: Hou, N., Tan, J.A., Valdez Paez, G. (eds) Organizational Behavior. Springer, Cham. https://doi.org/10.1007/978-3-031-31356-1_1

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Essay on Organizational Behavior

Organizational behavior is the study of how individuals act within groups and how these behaviors impact the organization. Organizational behavior improves business operations such as job performance, increased innovation, high job satisfaction, and encouraging leadership. Organizational performance is considerably related to the employees’ attitudes. Understanding the various aspects of organizational behavior makes it easy for employers to access the feelings, attitudes, and motivation towards their job (Osland et al.,2015). The study introduces people to the concepts and theories about human behavior, which helps replace held notions. Organizational behavior is both a challenge and opportunity to employers due to the study’s focus on reducing absenteeism, increased job satisfaction, and productivity (Osland et al.,2015). The study also guides managers in providing better working conditions, ethical practice, and maximum respect in the workplace.

Every employee is unique, depending on the knowledge and experience they have about the job. Organizational behavior helps leaders to comprehend the motivational tools needed to help their employees reach their full potential (Osland et al.,2015). Leaders must evaluate the organizational structure that acts in the best interests of their employees. For example, recent years have seen corporations such as Google adopt flatter structures that allow employees to operate independently, thus encouraging them to exchange knowledge and acquire more control in decision making.

Performance and Office Characteristics

Behaviors affect employee’s performance. Multiple research pieces provide that employees with positive attitudes are creative and have low-stress levels at work—however, behaviors such as rudeness and gossip lower performance, productivity, and job satisfaction (Pinder, 2014). Organizations with many employees with negative attitudes have conflicts due to miscommunications that reduce overall working morale. The organization and setting of working offices can be a source of good or poor organizational behavior. An open office increases employee’s calmness with crowded offices, causing anxiety and exposure to diseases, breathing problems, among other issues. However, it is unwise to over-densify office spaces because small stations of work make collaboration difficult (Pinder, 2014). Employees take pride in working in successful companies with excellent organizational cultures and have many growth opportunities. A manager’s ability to recognize ways to improve workplace behaviors helps resolve pre-existing problems between workers and promote a healthy working environment.

Organizational behavior does not rely on analysis and conclusions made out of emotions and gut feeling but rather a manager’s ability to collect information concerning an issue in a methodical manner under controlled conditions (Mahek, 2019). The study involves using information and interpreting the findings to analyze the behavior of groups or individuals as desired. Companies exist to fulfill the needs of communities, and for them to survive in today’s competitive world, they must be growth-oriented. Respect for quality, high productivity, and zero errors in these companies ensure their growth merged with great focus on the teams and individuals that run the companies.

Characteristics of Organizational Behavior and Real-Life Application

The study involves rational rather than emotional thinking about individuals. The main aim of organizational behavior lies in explaining, predicting, and understanding human behavior in companies. The study is goal and action-oriented. Also, the study seeks to provide a balance in the technical and human values in the workplace (Mahek, 2019). Organizational behavior achieves productivity by maintaining and constructing worker’s growth, satisfaction, and dignity rather than sacrificing these values. Organizational behavior is an art and science since the study of human behavior leans heavily on science. For instance, modern studies of organizational behavior are critical, experimental, and interpretive, which makes it a revealing science in the search for meaning and knowledge (Mahek, 2019). The study also mixes behavioral sciences such as sociology and psychology, among others. The study has evolved with modern organizational behavior utilizing people’s culture and current events to gain facts and use available paradigms.

Organizational behavior is an important study in real life because it helps one understand their behavior and others (Mahek, 2019). For example, students can use organizational behavior to promote teamwork in school, improve communication, and ultimately promoting a peaceful learning environment. Organizational behavior has helped me understand my views of ethics both in school and in the community. I have always had a problem adapting to new environments and interacting with new people because of my inability to learn behaviors, making it hectic to make friends and express myself while in such places. Having learned about organizational behavior, its characteristics, and the remarkable results the study has on communication, productivity, and attitudes, I now know that I would have handled the situations differently. After the course, new environments and people are no longer a problem since I can effectively utilize the various organizational behavior theories to approach people while understanding their views on some issues, attitudes, and behaviors.

Leadership in Organizational Behavior

In today’s world of business, influential leaders are essential for binding the authority around them. Leadership has countless pitfalls that leaders must learn to avoid since leaders’ mistakes have grave consequences on the societies they lead, businesses, and administrations. Big companies need leadership that harmonizes thousands of people’s energies into a mutual goal, with startup enterprises requiring inspirational leaders that share similar values with their employees (Boekhorst, 2015). Therefore, leadership is a social influence process that aims to increase other people’s efforts in search of a common goal. Different kinds of leadership have different results ranging from effective to chaotic ones. Leaders must assess their personality, strengths, and weaknesses before becoming leaders. A leader in the workplace must connect with the employees and ultimately engage with them to gain their support, cooperation, and respect.

Characteristics and Abilities of Effective Leaders

Emotional Intelligence

Emotional intelligence refers to an individual’s ability to identify their emotions and understand what they are communicating to them. Emotional intelligence also involves a person’s perception of those around you, which creates harmony and respect (Boekhorst, 2015). A leader that does not understand how they feel cannot manage their relationship with others since it is hard for them to relate to their feelings. Emotional intelligence in a leader comprises self-knowledge (awareness), motivation, social skill, empathy, and self-regulation. Each of these facets determines how well a leader gets rounded, thus enabling him/her to excel in the business world.

Self-Awareness

Self-awareness is one of the most important qualities of a leader and trumps all. Every leader, manager, and entrepreneur purposing to make it in business must possess this quality. A leader who has self-awareness knows what motivates them and their decision-making process. When a leader understands their motivation, they can channel the same to the employees to acquire high productivity and harmony (Rao, 2020). Research provides that the energy a leader channels to his/her employees reflects who they are, meaning that a leader who instigates strength to his/her followers Is a strong person who knows their strengths and weaknesses. A self-aware leader is alert to their inner signals, which helps them recognize their feelings and their effects on their job performance. The moral compass helps in decision making, thus deducing the most practical course of action (Rao, 2020). A self-aware leader can see the bigger picture and is genuine about it, giving them the vision to lead and the ability to distinguish between their strengths and weaknesses.

Self-Regulation

Self-regulation refers to the ability to manage one’s emotions in an unrestrained environment. Self-regulation helps leaders to escape the bondage of one’s impulses. Leaders who possess this quality lean toward thoughtfulness and reflection, accepted change and indecision, honesty, and the ability to fight instincts. Self-regulation helps leaders to maintain a positive outlook on life (Rao, 2020). A leader must be able to cool themselves down when upset and cheer themselves up when down. A self-regulated leader is flexible and adapts to various styles or work with their employees and take charge of all situations no matter how challenging. The quality allows one to be an independent actor without needing other people to pull them out of greasy situations or provide the path towards their goals.

A leader cannot be an effective one if they cannot motivate other people. In the workplace, leaders must set goals to ensure a change in their companies and encourage them to follow the same direction (Rao, 2020). Employees mostly do what they have been instructed to do, and without a motivational leader, most would get lost. Successful leaders can motivate people even if it is one of the hardest things to do since people motivate themselves. The secret to being a leader that motivates his/her employees lies in valuing these people than oneself.

Empathy is the strength to relate with and comprehend the needs and views of other people. Empathic leaders can recognize other people’s feelings even when they are not obvious. Empathy sharpens a person’s communication skills in that it guides them on not saying the wrong things when another person is suffering on the inside (Rao, 2020). An empathic leader builds a feeling of importance and belonging to their employees by showing them that their leader cares and is not a heartless detached robot.

Social Skill

The quality refers to a person’s ability to tune into other people’s emotions and comprehend what they think about certain things. This ability helps a leader with team playing, collaboration, and negotiation skills. Active listening and excellent communication skills are important to this quality. Lack of social skills in a leader may result in companies’ collapse due to lack of representation from a coherent external environment (Rao, 2020). The modern world involves leaders assuming that they need to tweet more and send thousands of emails to have social skills, but one needs to be comfortable connecting with other people in person and on social channels.

Leadership Theories

Leadership theories are thoughts that explain why and how certain individuals become leaders. The theories focus on the leader’s characteristics in each school of thought. The theories are:

Great Man Theory

The theory vies leadership as an individual’s heroic act. The theory provides that something special exists about an individual’s combination of abilities and personality traits that sets them up as great leaders, thus distinguishing them from others (Amanchukwu et al., 2015). The theory clings to the fact that leaders are born and not made. Companies tend to focus on persons that possess the ability to inspire others toward a common zeal.

Behavioral Theory

The behavioral theory focuses on the way leaders behave in the workplace. For instance, do leaders just provide rules and expect other people to follow them without question, or do they involve others in the decision-making process (Amanchukwu et al., 2015)? The theory believes leaders can be made from their behaviors and not born as the Great Man Theory holds. Depending on a leader’s behavior, they can become autocratic, democratic, or Laissez-faire leaders.

Situational Theory

The theory focuses on the situational variables without terming one person’s leadership style as better than the others (Amanchukwu et al., 2015). The theory states that different situations call for different leadership styles and the maturity level of the followers.

Transformational Theory

The theory focuses on the relationship between leaders and their followers, emphasizing charismatic and inspirational leaders. The theory focuses on leaders who aim to change their follower’s performance on various tasks (Amanchukwu et al., 2015). Leaders in this theory get motivated by their ability to show their followers that specific tasks are vital and should be highly involved in performing them.

Trait Theory

The theory assumes that leaders are born possessing certain leadership traits, which makes them more suitable for leadership roles than others who lack the natural characteristics (Amanchukwu et al., 2015). The theory upholds the qualities of responsibility, intelligence, accountability, and creativity that make them prosper in leadership.

In conclusion, organizational behavior is a study that focuses on the effect of individual and group behavior in the workplace. The science helps leaders access their employees’ attitudes, feelings, and motivation switches and guide them on their next steps. Through organizational behavior, companies can develop ways to reduce conflicts, improve productivity, build teamwork and create conducive working environments in the workplace. Leadership is a vital concept of organizational behavior and aims at defining the roles, traits, and theories of leadership suitable for different organizational structures and cultures.

Amanchukwu, R. N., Stanley, G. J., & Ololube, N. P. (2015). A review of leadership theories, principles and styles and their relevance to educational management. Management , 5 (1), 6-14.

Boekhorst, J. A. (2015). The role of authentic leadership in fostering workplace inclusion: A social information processing perspective. Human Resource Management , 54 (2), 241-264.

Mahek, S. (2019, September 28). Organisational behaviour: Meaning, scope, nature, models & importance . Economics Discussion. https://www.economicsdiscussion.net/management/organisational-behaviour/31869

Osland, J., Devine, K., & Turner, M. (2015). Organizational behavior. Wiley Encyclopedia of Management , 1-5.

Pinder, C. C. (2014). Work motivation in organizational behavior . psychology press.

Rao, S. (2020, March 23). The mini-guide to effective leadership in the workplace . A Blog About Payroll, Small Business and More | Wagepoint. https://blog.wagepoint.com/all-content/the-mini-guide-to-effective-leadership-in-the-workplace

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Thesis Sentences

Organizational statements in thesis sentences.

Sometimes, an organizational statement will be used in conjunction with a thesis. An organizational statement is a map that tells readers what they should expect to read in an essay. It introduces the two or three main pieces of evidence that the author will use to support the essay’s position. While not required in a thesis, organizational statements can make for stronger thesis statements.

An organizational statement can take the form of a separate sentence or can be attached to a thesis in a single sentence, as seen in the examples below. The organizational elements appear in bold text:

Movies produced in the mid-1950s used obsessive behavior to depict teenage romance as something dangerous that should be avoided. Obsessive behavior was viewed as rebellious, uncontrollable, and harmful , both to the teenagers and to the people who loved them.

Since obsessive behavior was viewed as rebellious, uncontrollable, and dangerous , movies produced in the mid-1950s used it to depict teenage romance as something that should be avoided for the sake of young adults and the people who loved them.

Notice how the 2nd version above strengthens the original thesis, by appearing as part of the same sentence.

Evidence in the body of an essay should be presented in the same order that it appears in an organizational statement. In the example above, it means the essay would have to discuss rebelliousness, an uncontrollable nature, and danger (as they relate to obsessive teenage romance in film) in that order .

In the following video, the second step focuses on “roadmap,” which refers to the organizational statement in a thesis sentence. The video also offers a chance for you to practice creating a thesis with an organizational statement.

The Organizational Statement. Revision and adaptation of the page What are thesis and organizational statements? at https://bacwritingfellows.commons.gc.cuny.edu/for-students/what-are-thesis-and-organizational-statements/. Provided by : Lumen Learning. Located at : https://courses.lumenlearning.com/suny-engcomp1-wmopen/chapter/text-the-organizational-statement/ . Project : English Composition I. License : CC BY-NC-SA: Attribution-NonCommercial-ShareAlike
What are thesis and organizational statements?. Authored by : Angela Francis. Provided by : CUNY Academic Commons. Located at : https://bacwritingfellows.commons.gc.cuny.edu/for-students/what-are-thesis-and-organizational-statements/ . License : CC BY-NC-SA: Attribution-NonCommercial-ShareAlike
image of navigation device on car dashboard. Authored by : Dariusz Sankowski. Provided by : Pixabay. Located at : https://pixabay.com/en/navigation-car-drive-road-gps-1048294/ . License : CC0: No Rights Reserved
video Practice: Thesis Statement. Provided by : Mastering the Fundamentals of College Reading and Writing, Wake Technical Community College. Located at : https://www.youtube.com/watch?v=KmTWSNKpsDU . License : Other . License Terms : YouTube video

BUS209: Organizational Behavior

Course introduction.

Time: 48 hours
College Credit Recommended ($25 Proctor Fee) -->
Free Certificate

This course will cover five major OB areas, including managing individuals, managing groups, power and politics, conflict management, and organizational change. Before delving into more rigorous materials, it is important to understand what an organization is and the history of organizational behavior as a discipline. In taking this into consideration, this course will begin with a look at the basics of an organization.

Course Syllabus

First, read the course syllabus. Then, enroll in the course by clicking "Enroll me". Click Unit 1 to read its introduction and learning outcomes. You will then see the learning materials and instructions on how to use them.

Unit 1: Organizations in Business

Let's start with the basics in considering the following question: what is an organization? An organization is a collection of individuals arranged in a particular way and embedded in an ever-changing environment to achieve a common goal. In this introductory unit, you will learn about organizations in business, focusing on how the individual plays a role in the organization's success. You must understand what influences individual behavior before you can study how individuals interact with organizations. As in psychology and sociology, the person is the focus of organizational behavior. Because sciences like psychology and sociology are older, more established fields of study than organizational behavior, we will look at them to better understand the purpose and applications of OB. This unit will provide you with an introduction to OB, including the history and emerging trends of OB. In addition, we will identify the micro-level factors that contribute to our understanding of the OB field. You will also learn about how OB is connected with other sciences. Finally, we will examine how to evaluate research in OB properly.

Completing this unit should take you approximately 3 hours.

Unit 2: Managing Individuals, Personalities, and Motivation

Organizational behavior focuses on how individuals interact within a firm. As you know, different incentives motivate and influence individuals; some people strive for success or social status, others like to keep busy, and others are focused on simply making money. These are significant differences to consider if you are at the helm of a business, as they may influence how you motivate your workforce.

This unit will explore individual personalities and what inspires people to want to succeed in the workplace. You will learn the tools used to identify these traits and recognize that certain traits, such as the ability to handle stress, are more desirable than others in a work setting. Note that different organizations will value traits differently. For example, perhaps your organization values a sense of humor more! Knowing these traits and how to identify them in people will greatly enhance the success of a business.

Completing this unit should take you approximately 15 hours.

Unit 3: Managing Groups and Teams

Is there a difference between a group and a team? Certainly! For example, groups can exist without having a specific goal in mind, or they can have a goal that fluctuates or changes to adapt to the group's needs. A book club is a group. However, the people in that book club are not part of your team.

Completing this unit should take you approximately 8 hours.

Unit 4: Leadership, Influence, and Leveraging Power

Power is a popular topic because it is so easily misused. We all have some power over others, whether earned through a promotion or as a reflection of knowledge and experience. This unit may change your understanding of power and teach you that there is nothing wrong with using power appropriately. In fact, as an employee, you are expected to use the power you have within an organization as you were likely employed for just that reason. Power comes in many forms, but it is almost always used to influence.

Completing this unit should take you approximately 9 hours.

Unit 5: Conflict Management and Negotiations

Conflict is good as long as it is productive. Insulting someone is not productive, but a healthy debate is the foundation of democracy and is valuable in business. Successful organizations encourage healthy conflict; it forces people to defend opinions and allows for a free flow of ideas. Of course, managers must prevent these conflicts from getting out of hand.

Completing this unit should take you approximately 6 hours.

Unit 6: Organizational Culture, Diversity, and Managing Change

Change is a surprisingly difficult process for firms. When two large companies merge, it can take a couple of years to reorganize and many more years before the two respective cultures truly merge. This transition process can be especially challenging if the cultures are very different. For example, suppose a bank from the south purchases a bank based in the northeast. In that case, the two different banking styles could wreak havoc within the organization, as the southern company may rely on customer service and slow growth. In contrast, the northern bank may prefer an aggressive strategy. Such mergers happen regularly, and OB specialists are involved in the process from the start.

Completing this unit should take you approximately 7 hours.

Study Guide

This study guide will help you get ready for the final exam. It discusses the key topics in each unit, walks through the learning outcomes, and lists important vocabulary. It is not meant to replace the course materials!

Course Feedback Survey

Please take a few minutes to give us feedback about this course. We appreciate your feedback, whether you completed the whole course or even just a few resources. Your feedback will help us make our courses better, and we use your feedback each time we make updates to our courses.

If you come across any urgent problems, email [email protected].

Certificate Final Exam

Take this exam if you want to earn a free Course Completion Certificate.

To receive a free Course Completion Certificate, you will need to earn a grade of 70% or higher on this final exam. Your grade for the exam will be calculated as soon as you complete it. If you do not pass the exam on your first try, you can take it again as many times as you want, with a 7-day waiting period between each attempt.

Once you pass this final exam, you will be awarded a free Course Completion Certificate .

Saylor Direct Credit

Take this exam if you want to earn college credit for this course . This course is eligible for college credit through Saylor Academy's Saylor Direct Credit Program .

The Saylor Direct Credit Final Exam requires a proctoring fee of $5 . To pass this course and earn a Credly Badge and official transcript , you will need to earn a grade of 70% or higher on the Saylor Direct Credit Final Exam. Your grade for this exam will be calculated as soon as you complete it. If you do not pass the exam on your first try, you can take it again a maximum of 3 times , with a 14-day waiting period between each attempt.

We are partnering with SmarterProctoring to help make the proctoring fee more affordable. We will be recording you, your screen, and the audio in your room during the exam. This is an automated proctoring service, but no decisions are automated; recordings are only viewed by our staff with the purpose of making sure it is you taking the exam and verifying any questions about exam integrity. We understand that there are challenges with learning at home - we won't invalidate your exam just because your child ran into the room!

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1.7 Conclusion

This chapter is designed to familiarize you with the concept of organizational behavior. We have covered methods organizations might use to address issues related to the way people behave at work. In addition, you should now be familiar with the large number of factors, both within an individual and within the environment, that may influence a person’s behaviors and attitudes. In the coming years, society is likely to see a major shift in the way organizations function, resulting from rapid technological advances, social awareness, and cultural blending. OB studies hope to enhance an organization’s ability to cope with these issues and create an environment that is mutually beneficial to the company as well as its employees.

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Essay: Organizational Behavior

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Introduction: Organizational Behavior is very challenging and interesting concept of modern era of business; it is relevant to the individuals and groups in the organization also it’s important for the managers to understand the behaviors of employees and manage it in a proper way. Diversity in organizations is also related to OB in many different ways. Different people come from different countries bring different traditions and attitudes. The world’s increasing globalization requires more interaction among people from diverse cultures, beliefs, and backgrounds than ever before. People are now part of a worldwide economy with competition coming from nearly every continent. For this reason, profit and non-profit organizations need diversity. However diversity has two sides negative and positive. What are the Benefits of Diversity Management? , what is the main Characteristics of Diversity? And how it can help or hurt group performance? To know more about our topic in this report I will discuss a lot of interesting points about diversity in organizations. Organizational Behavior: Normally we use a system approach for this purpose. This approach represents the relationship between people, group and even whole organization. The main purpose of this systematic approach is to achieve individual objective, organizational objective and social objective. Briefly Organizational behavior covered a number of different concepts i.e. Human behavior in entity, leadership and team working. (Kondalkar, 2007). According to (P.Robbins, 2005)’the organizational behavior is the study of nature and behavior of the people within organization. It normally focused on the matter of practices and applications.” Main elements of Organizational Behavior: There are three main important elements of organizational behavior: ‘ Values ‘ Vision ‘ Goals These three elements give a turn to the organizational culture. The organizational culture consists of formal, informal and social environment. Organizational culture provides help in order to understand leadership, ways of communication, and group structure within organization. (P.Robbin, 2006).

Benefits of OB: Organization behavior helps in order to become more engaged organizational member, Reduce stress, Effective decision making, Effective work environment, Leadership Qualities, Team working and Work coordination and Improvement in efficiency (P.Robbin, 2006) Challenges and Opportunities of Organizational Behavior: ‘ Organization behavior responds to the requirement of globalization of modern world. ‘ OB can help in order to reduce issue arising due to the diversity. ‘ OB provides support in order to improve productivity and quality of the work. ‘ Assist in the re-build of the organization structure. ‘ Increase the confidence of the workforce. ‘ Empower and encourage people to perform better. ‘ Improve decision making (P.Robbin, 2006). Models of Organizational behavior: The main important models of organizational behavior are as follows: Autocratic: In this model of organizational behavior, the major decision is taken by the top management. This model also leads de-motivation into the employees. Operational management involvement in decision making is very low in this model. Custodial: In this model, top management take opinions of operational management but ultimate decision is made by the strategic management. Supportive: This model of OB leads the participation of the operational employees into the decision making. Operational employee involve into the ultimate decision of the organization. Collegial: According to this model, the management work as a team. The level of motivation in this model is very high. All employees involve in to the final decision. (Cunningham, 1998) Diversity in Organization Diversity is considered as a big challenge in the modern world of business. Diversity is also termed as Workforce Diversity. It acknowledges differences arising due to different gender such as man or woman, different ethnic groups, and racing difference. In the Middle East especially in U.A.E, people come from different countries with different culture, languages, and traditions crate workforce diversity. Briefly, diversity creates a number of opportunities and challenges for the managers and employees within organization. According to (P.Robbins, 2005) ‘Individual characteristics such as race, gender, and ethnicity create work diversity”. ‘ Diversity is generally defined as acknowledging, understanding, accepting, valuing, and celebrating differences among people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual practice, and public assistance status’ (Esty, et al., 1995). Benefits of Diversity Management: We should have diversity in workplace to become more creative and open to change. Maximizing and capitalizing on workplace diversity has become an important issue for management today. a) Remove Unfair Discrimination: Effective diversity management removes unfair discrimination among employees within organization. b) Remove Sexual Harassment Proper management of diversity provides help in order to reduce sexual harassment. c) Intimidation or Threats Diversity creates intimidation or threat of a specific group within organization. So, proper management of this assists in order to reduce this type of intimidation. d) Exclusion of People: Exclusion of a specific group of people from certain activities is also considered as a big challenge within organization. Proper management of diversity reduces such exclusion. Women in the Workplace Today’s workforce has the highest levels of employment participation ever by women. The number of dual income families and single working mothers has increased. Change in the family structure means that there are fewer men and women in traditional family roles (Zweigenhaft and Domhoff, 1998). Levels of Diversity: There are different levels of diversity, such as: 1. Surface Level Diversity: This level of diversity arises due to the demographic characteristics such as race, religion, disability status, region, and status. 2. Deep Level Diversity: This level of diversity arises due to the values and personality differences. Main Characteristics of Diversity In general, diversity in the workplace is regarded as a positive for companies that can manage it effectively. However, diversity can have also negative effects on the organizations. Bio graphic characteristics: 1. Age: It is an important element of biographic character tics. Normally a group of people believe that performance of the employees decline as their age increase. A second group of people believe that as age increase the people become more productive due to experience. 2. Gender: Different gender is considered as a second important feature of the diversity. A group of individuals believe that man can perform better than woman and vice versa. 3. Race and Ethnicity: Race is main important feature of the diversity. Different group of people do not like to with people of different race. 4. Disability: Physical and mental disabilities are another important feature of the diversity of workforce. Disable individuals feel that they cannot perform better than able individuals. 5. Religion: Mostly, people of difference religions create diversity issues within organizations. 6. Physical Abilities: Physical abilities of different people also considered as an important feature of the workforce diversity.

Diversity in Groups: When you build a workforce with employees from different cultures and countries, you increase the number of communication filters and language barriers that impact internal and external communication processes. Work cultures that are more heterogeneous usually find communication easier because employees do not have to work as hard to overcome language and culture issues. Some larger organizations hire interpreters and diversity trainers to help employees work through communication challenges of diversity. Does diversity help or hurt group performance? The answer is ‘yes’. In some cases, diversity in traits can hurt time performance, whereas in others it can facilitate it. Whereas diversity or homogeneous teams are more effective depend on the characteristic of interest. Group’s individuals with different types of expertise and education are more effective than homogenous groups, also the important way is to emphasize the higher l- level similarities among members, in other word, groups of diverse individual will be much more effective if leaders can show how members have a common interest in the groups success, such that organization leaders determine whether target groups have been underutilized. If groups of employee are not proportionally in top management, managers should look for any hidden barriers to advancement. A to ensure the top- level management represents the diversity of its work-force and client base. According to Stephen P. Robbins. Timothy A. Judge (15th ed.), (2013).organizational Behavior. Strategies for Diversity Management: There are a large number of strategies that can be implementing in order to manage diversity effectively. Some of the main important strategies are followings: ‘ Effective selection process should introduce in order to reduce diversity issues. ‘ Job responsibilities should match to the abilities of the Human resources. ‘ The management should accommodate disable personnel. ‘ The management should make diversity management as an ongoing commitment. ‘ The strategic management should introduce effective climate for diversity management. ‘ The organization should introduce Training and development programs for the employees. ‘ Management should follow legal framework for equal opportunities. ‘ Top management should encourage fair treatment among employees. ‘ A detail program should introduce to guide managers how to deal with diversity. ‘ Diversity must be defined from top to bottom of the organization. ‘ Strategic management should align resources to the diversity. ‘ The management should introduce leadership accountability system into the organization. ‘ The management should utilize diversity scorecard in order to reduce the issues relevant to the diversity.(P.Robbins, 2005). Other Outcomes about Diversity University’s students and diversity In considering what the outcomes of diversity are for individuals, it is helpful to understand what is meant by outcomes. Patricia Gurin (1999) suggests a helpful method for describing diversity-related outcomes. Gurin proposes three major types of outcomes that are influenced by campus diversity. Learning outcomes refer to active learning processes in which students become involved while in college, the engagement and motivation that students exhibit, the learning and refinement of intellectual and academic skills, and the value that students place on these skills after they leave college. Democracy outcomes refer to the ways in which higher education prepares students to become involved as active participants in a society that is becoming increasingly diverse and complex. Gurin (1999) suggests that three major categories-citizenship engagement, racial/cultural engagement, and compatibility of differences-characterize democracy outcomes. Citizenship engagement refers to students’ interest and motivation in influencing society and the political structure, and, to students’ participation in community and volunteer service. Racial/cultural engagement refers to students’ levels of cultural awareness and appreciation and their commitment to participating in activities that help to promote racial understanding. Compatibility of differences refers to an understanding by students that there are common values across racial/ethnic groups, that group conflict can be constructive when it is used appropriately, and that differences do not have to be a divisive force in society. The last category of outcomes discussed by Gurin is related to the ability of students to live and work effectively in a diverse society. Specifically, this refers to the extent to which college has prepared students to be successful in their lives after college and the extent to which the college experience is successful in breaking a pattern of continuing segregation in society. To the categories of outcomes described by Gurin (1999), it is helpful to add two other types of outcomes. The first reflects the ways in which students perceive that diversity has enriched their college experiences. These can be labeled as process outcomes. Measures of student satisfaction, perceptions of campus climate, etc. are examples of outcomes that are included in this category. A final type of outcome reflects the material benefits that students accrue resulting from their attendance at diverse colleges. The most obvious example of material benefits would be higher wages. According to Milem, J. F. (2003) Conclusion: At the end of the report, we have highlighted important topics of the organizational behavior. The study of organizational behavior guides us in order to understand about the nature of individual or group in organizations. Briefly, Organizational behavior covered a number of different concepts i.e. Human behavior in entity, leadership and team working. (Kondalkar, 2007). On the other hand, diversity in organizations is very helpful and important way that can help the society more in many fields, working with employees from different countries can give employee good experience in less time, compared with normal employees from similar culture, no one can deny that diversity can had negative side also, it depend on the personalities of the employees, leaders and managers, for example some people cannot be socialize as well as they can be with people who have similar culture. The strategies of diversity in organizations should match to the abilities of the Human resources, management should accommodate disable employees, follow legal framework for equal opportunities. . I had learned that Supervisors and managers are the targeted audience because they need to recognize the ways in which the workplace is changing, evolving, and diversifying. Diverse work teams possess more information than homogeneous ones and they can bring high value to organizations. Respecting individual differences will benefit the workplace by creating a competitive edge and increasing work productivity. Diversity management benefits by creating safe environment where everyone has the access to opportunities and challenges. Management tools in a diverse workforce should be used to educate everyone about diversity and its issues, including laws and regulations. I hope that the information discussed in this report was beneficial.

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Organizational Behavior and Theory Essay

Basic human processes, individual processes, interpersonal processes, influence processes, organizational processes, coping with organizational life: emotions and stress.

Sometimes it is difficult to achieve something in this world – a world which is simply called a global village. Actually the phrase global village is an oxymoron. It is nicknamed ‘village’ because it has been made simple by computers, the internet, and the globalized world – we are connected. But in this so-called simplicity, humans have to live in a most complicated way. Computers have made our lives complicated, if not miserable.

We have to cope, adjust, and change day in and day out with our organizational life. There are many things to cope with; change is one of them. And it is complicated because one phenomenon appears after another, and so on and so forth.

Most of us belong to an organization, which maybe a particular business, or a group with humanitarian goals. Many of the people who started these organizations would say that they formed the groups to make life easier and to make the world a better place to live in. But we know that these organizations have complicated goals, beginnings, and outcomes. They haven’t made life a better place to live. They have made our lives difficult, although there is an exception to some. There are organizations out there which have noble intentions, although (again this word) these organizations are victims themselves of the changes brought about by many factors.

An organization with a business background and objective – or simply said, a business organization – can never offer simple lives for its members. This complicated world of the managers, employees and ordinary workers makes life so harsh, difficult and uncompromising.

We have to cope because global organizations operate in a most complicated way, not to mention that organizations are composed of peoples of diverse cultures. Multinational corporations and multinational enterprises are global organizations composed of people of diverse cultures. Living with peoples of different cultures can make the lives of ordinary employees, and even managers, very unbalanced. Work and life balance is difficult to achieve.

We have to cope, adjust and modify our lives through these experiences. Our emotions, feelings, personal lives have never been so affected by organizational activities that we tend to look at the office or the organization headquarters as our home away from home. We spend and dedicate our time, efforts, and knowledge to the organization. We look at the office as more than a place. Family life plays second fiddle. We believe that if we are happy in the organization, we are happy at home. The organization comes first.

Moreover, the organization’s strategic operation is very different than it was a few years ago. Employees have to give up, sometimes. Businesses and organizations are manned or controlled by humans, not by machines – machines are there to follow our commands. But humans commit mistakes or errors, and succumb to the changes and ambiguities in organizational life.

In our dealings with fellow employees, we commit errors. Our errors and inadequacies, faults, perceptions are in many ways what make us human and make us unique. The world has been interpreted by theorists, thinkers and researchers who made sense of things in very different ways. Many of these issues are perceptions but are essential to handling the nearly infinite stimulus our mind receives. The more the organization has become complicated to our own perception, the more we commit errors and mistakes; and the more our lives become miserable.

Management is in a period of decline, and this is particularly in the middle management (Scarbrough and Burrel, 1996, cited in Brocklehurst et al., 2009, p. 7). The decline can be due to many factors, like personality and relationship. Our relationship with people is affected by our unique personality – because we are humans.

Like the organization, human nature is complicated – it is filled with emotions and feelings. In an organization, there are complexities, errors, and successes, because organizations are manned by humans like us. We are not governed by theories but we formulate these theories out of our experiences and continued socialization. In the course of time, these theories seem to rule over our behavior and activities.

Schemas are constructs that contain information about our values, how we perceive ourselves and others, and how we adjust to things and changes in the environment. Schemas are components of cognitive-behavioral therapy and are powerful tools in interpersonal relationships. (Clegg et al., 2005, p. 56)

In our socializing activities, we commit errors which are a part of our behavior in making judgments, interpretations, assumptions, and beliefs about our social world, the people within it, and our place in it. Examples of these errors are stereotyping, self-fulfilling prophecies, the ‘halo’ effect, attribution error, cognitive dissonance, and so forth. These affect our relationships with managers and co-employees.

This should be minimized, if not avoided, because this is one way of judging people; instead of managing, we divert from the right path. Instead of motivating, we discourage employees. Stereotyping is not always negative. Self-fulfilling prophecies and the ‘halo’ effect are a result of our own fulfilling dreams – a result of looking at one’s self as something greater, or holier-than-thou attitude.

The most common issues concerning stereotyping center on culture and race. People have been asked to suppress their stereotyping behavior. Another of the errors in managing people is ‘self-fulfilling prophecies’ which affects how we perceive others and how we act when we interact with them, but it also affects how we perceive and act ourselves. If we look at others the way we think of them, they may act the way we perceive of them.

Within attribution we are prone to two key errors. The first is the fundamental attribution error. When we see someone fail or behave in certain ways we believe it is due to their personality, attitude, or disposition.

When we think of work as a mere tool for us to live, we can hardly be motivated. We will continue working for the sake of the salary we get from the company we work for. But we have to cope with our organizational life, the same way we cope with family life. This has to go together. Work and life have to balance. Organizations which promote work-life balance will have productive workers because these workers are well motivated. Success in work and happiness in the family always go together.

Motivation in Organizations

It has always been a common belief that when people are motivated, they accomplish goals. Workers become productive when they feel they are a part of a team, or part-owner of the organization. They feel this sense of belongingness and so they strive for the organization’s improvement.

Organizations have been trying ways to help employees adjust their family life with work. Ways of motivation include benefits and higher salaries, which can further result into increased productivity, lower rates of absenteeism and a motivated and satisfied workforce. (McIntosh, 2003, p. 185)

Studies have found that successful managers have stronger power motives than less successful managers. The human need theory asserts that people have urges relative to the three needs which are the need for achievement, the need for affiliation, and the need for power. The role of team leaders is to coach, that of the facilitator, not someone to play as superman (Armstrong, 1998, p. 8).

People always connect work with life’s fulfilment, and connect their satisfaction at work with their feelings and satisfaction of life, and happiness with their family. Satisfaction in the workplace means happiness at home and fulfilment in life. Work and life balance suggests a balance for life and what people do. There has to be a blending equality that includes work, family, pleasure, fulfilment, and satisfaction.

Part of good and productive management is to motivate employees to become productive and to work for the fulfilment of the organization’s objectives. Motivation is an important factor in determining performance of people in an organization. It is the heart of performance management.

Theories of motivation include those expounded by Frederick Taylor who is known as the father of scientific management. He defined work in terms of the specified tasks designed for the workers to follow, and with no chance of freedom or judgment left on the part of the workers. There is no motivation during those early years of industrialization, which is the basis of Taylor’s theory. (Luecke & Hall, 2006, p. 18)

Another is that of the social scientist Douglas McGregor who formulated the Theory X and Theory Y approach to management. Managers who embrace Theory X have two motivational tools: the carrot and stick – greed and fear. Theory X sees the boss as prodding the employees, exerting too much control in the workplace. Theory Y assumes that when people are motivated, they accomplish goals. Workers become productive when they are motivated: to be a part of the team, or to be a part-owner of the organisation, and to be creative in their work. (Fournies, 1999, p. 34)

Another motivational factor is the Hawthorne effect which refers to the productivity benefits that companies create when they pay attention to their employees and treat them with dignity or as equal partners. David Garvin and Norman Klein (cited in Luecke & Hall, 2006, p. 19) made their own research on this and found that work output was not simply a function of a job’s scientific design, but was also influenced by social norms, management-employee communications, and the level of employee involvement in workplace decisions.

According to Abraham Maslow (1943), our needs are arranged like a pyramid or ladder. At the bottom of the pyramid are the physiological needs such as food, water, oxygen and sex. As one set is met, the person moves up the ladder to the next. Next in the ladder are the safety needs such as security, stability, dependency, protection, freedom from fear, anxiety and chaos. Then we have the need for structure, order, law, and limits, and the need for strength in the protector.

The next in the ladder is belongingness and love needs that include the need for recognition, acceptance and approval of others. (Maslow, 1943, p. 233)

Self-esteem needs include how we value ourselves and our love and respect for ourselves and for others.

Then we have the desires to know and to understand (Maslow, 1943, p. 236). This refers to man’s quest for acquiring knowledge and systematizing the universe, or what Maslow calls expressions of self-actualization.

Self-actualizing people focus on problems outside of themselves, have a clear sense of what is true and what is sham, are spontaneous and creative, and are not bound too strictly by social conventions (Firth, 2002, p. 85).

Self-actualizing needs are those where we place our goals for our career. Management in the organization has to look how it has met the needs of its employees before they can go on and be effective in their job.

The need theory is focused on the acquired needs that people learn in the process of acquiring new life experience over their lifetime. The three major groups of needs that people acquire, include achievement, affiliation, and power (Kopelman et al., 2006, p. 233). It is the motivations that people have for certain attitudes towards their work and their relations with their employers.

The human need theory asserts that people have urges relative to the three needs: the need for achievement (the desire to accomplish a goal more effectively than in the past); the need for affiliation (the desire for human companionship and acceptance); and the need for power (the desire to be influential in a group and to control one’s environment (Firth, 2002, p. 86).

Affiliation is the need that people try to satisfy in the work place as well, and organizations must provide their employees with favorable conditions for professional and personal development in the work place, encourage growth of the employees for the mutual benefit of the whole organization (Duxbury & Higgins, 2001, p. 13). Finally, the need of power is the moving force of the career development and professional progress of an employee (Kopelman et al., 2006, p. 233).

In business, it is a matter of always being active, always looking for improvement, and in pursuit of excellence to do the right things. This involves action or activities to get to the customers’ demands quick, to answer their needs, to improve the business always, etc.

Motivating employees is a challenge to managers. Managers have to demonstrate trust to their employees otherwise they get what they expect. Ways to demonstrate trust include such actions as removing some controls, or by asking a person to create a plan or schedule, or by putting subordinate in charge of something one would normally handle.

Group Dynamics and Work Teams

Organizations employ many strategies to improve competitive advantage. Group dynamics and team building are concepts of continual improvement. Group dynamics influence individual behaviour. (Firth, 2002, p. 23)

Team building is one of the many innovations which benefited workers. In team building, workers are formed in teams or clusters and function through teamwork and motivation. Each team is given independence, the members are allowed to function at their own utmost capacity, and are trained in the process, becoming multi-skilled, while each member is responsible to the team. A cluster competes with other clusters when it comes to skill, but they are all working for one organisation. As individuals mature in their job, and become accustomed to it, they significantly improve their skill and organizational knowledge, becoming more professional and expert in their own respective fields.

The philosophy behind teambuilding is that when individual workers are allowed to work at their own pace and given the responsibility as part of the team, they become well motivated. The motivation is that each individual works for improvement and advancement of the organisation.

A member becomes like a part owner of the business. Each cluster works like an independent body but each member is multi-skilled that allows the cluster members to be flexible. Cluster methods provide improvement not only as workers but as developed individuals. Teamwork can develop individual flexibility and learning. This concept is like that of motivation. The purpose is to motivate the workers into aiming for the success of the organization. (Jenkins, 1994, p. 852, cited in Contu, 2007, p. 126)

Many organisations in the private and public sector have their workforce ‘subdivided’ into teams. They have recognized the great significance of this concept. This can be seen in many of the Fortune 2000 companies and in many other successful businesses throughout the world. (Knights and Willmott, 2007, p. 118)

Creating teams require some skill and real talent. It requires some determination to put the individual talents into a single force to work for change or introduce ideas that can provide further innovations, progress and success for one objective.

The purpose is somehow linked to the organizational mission and objectives. By having clusters and groups, talents and capabilities of members are maximized. This is known as the centralized kind of management. With globalization, the technique is to manage the organisation horizontally. Team working can best be enhanced with use of the internet, Information Technology, and teleconferencing. Mobile communication such as cell phones, lap tops and other similar high-technology tools can help in team building work. Communication is fast and effective.

Team formations are considered special features for improved organisational performance. Introducing principles of team formations in the workplace is like implementing total quality management concepts. They present a strong foundation for global organisations in the present century, and they can be an effective way of providing work and life balance which is very much needed by the people. (Knights and Willmott, 2007, p. 125)

This is also known as the lean factory. Womack et al (1990, p. 90, cited in Knights and Willmott, p. 126) narrated in their book the five-year research on the status of the organisation of work in the automobile industry around the world. They called it the ‘lean design’ or ‘just-in-time’ because it defies traditional criteria of organization of production and management thinking.

Its aim is to avoid waste, slack and redundancies. This application of the supply chain management can reduce cost on the part of the suppliers and owners because there is less surplus inventory. The demand from customers is the only supplies that have to be delivered. The system is fast and efficient, with few errors, and this is what lean design aspires to achieve.

Team building was introduced in the world’s foremost carmaker, Toyota. Toyota introduced the concept of kaizen which means ‘continual improvement. They formed teams and shortened some stages of production to save time and provide flexibility. (Lynch, 2008, p. 773)

The Japanese continual improvement concept is a step-by-step approach that is effective in business and in production and operations management. It is inspired from the old Chinese maxim ‘step by step walk a thousand times’. This was later introduced to the West, but for the most part companies have limited their kaizen efforts to delegating to operators the continuous improvement of manufacturing processes.

The kaizen method is very popular in management nowadays. It is an innovation in management that says, ‘Go on work, improve… improve… work… work… make innovations.’ This is a Japanese original idea, but more and more managers have been injecting their original ideas to produce further innovations.

Toyota is a part of the knowledge economy. Its people are knowledge-based, who are continuing improving. They train their people in-house and not in a university or a formal school of learning. They form them into clusters and each team functions independently from the others, but work for the objectives of the organization.

Toyota’s cars are the result of careful study. The Toyota Production system, where team working is a must, with its flexible production methods, proved effective because Toyota was able to feel the gains when it was still struggling as a small company. The continual improvement concept is, in fact, continuing and commendable. The company went international and established manufacturing plants around the world. It has maintained its workforce, making sure they remain in the company for longer period even during economic crisis.

Toyota has been on the forefront of car making because of an effective strategic and operational management coupled with an efficient and competitive workforce. Their strategies involve innovations in production, marketing, sales and promotions and branding. Toyota has survived through the years.

Its programs, strategies, and plans of the future are as strong as ever. Its management is institutionalized as well as the personalities behind the founding and operations. Toyota has a long tradition of management from its original founder down to a long line of car builders and business innovators. The Toyota leadership focuses on employees and customers. Their employees are their greatest asset and they also attend to the satisfaction of the employees.

In an organization, team building and team working can booster the morale and camaraderie among the workers and can enhance positive work habits. Team building may not be new, but how this being given renewed attention is something new. It has bolstered growth in organizations, sped up production and increased profits and sales.

Team formations are considered special features for improved organisational performance. This is total quality management and best practice. It presents a strong foundation for global organisations in the present century, and can be an effective way of providing work and life balance which is very much needed by the people.

Team building is important in an organisation, especially in the age of globalisation because members become flexible and can respond to new challenges or solve problems within their reach. They are also more motivated to work because of the responsibility and power bestowed upon them by management. Allowing the individual members to acquire some of the responsibilities of solving problems or even management decisions enable them to work effectively, and act as if they are real owners of the organisation.

Leadership in Organizations

There is a common thinking that successful leaders are those who respond most appropriately to the demands of the specific situation. When there are no problems, when it seems there is no conflict in the organization, leaders can relax and seek opinions from members at a leisurely pace. But when a problem comes up, the leader must know how to act and deal with the situation immediately. The leader has to be well prepared to changes which may come in anytime.

A French politician cried out ‘how can I lead my people if I do not know where they are going!’ A leader should have avid followers who know the rules of the game; meaning members should know how to follow and cooperate for the success of the leadership. It goes to any kind of leadership, whether political, organizational, or even leadership in a family.

Leadership is felt but it is difficult to describe and impossible to command. And yet, it is a most powerful force that makes many people and even masses of people move at a particular pace in a particular direction. Leadership is building up a character, a personality, and changing it to something to mould an organization or a personality. Leadership needs change, but leadership succumbs to change. And change affects all of us – our thoughts, feelings, activities, and experience.

How does this affect us? How does man react to change? Is change continuous? Since I study leadership, is change continuous in leadership?

‘Change is the only constant’ (Beerel, 2009, p. 4).

Leadership and change go together because a leader has to change all the time. He has to be kept abreast of knowledge, of everything, and apply this to people, activities and experience. That alone is change. It cannot be a normal, ordinary undertaking – it has to be adjusted to the dictates of the times.

Change management does not have any particular correct way of it, though it includes a number of social science disciplines and traditions in theory and practice. It is really difficult to find out the origin of change management (Burnes, 2004, p. 261).

Experience in life is filled with change – positive, negative, environmental factors, genetic make-up. All are changes; all change. Scientific evidence has proven that people change over a course of time because of mere genetic considerations. What more with ideas and experience? They change over time. We may agree today, we could be opposites tomorrow.

Change occurs inside and outside organizations. Technological advances, political factors, laws, social and cultural influences all contribute to change and create ambiguity in organizations. Leaders have devised all sorts of ways on how to manage change, and so do managers. The one and innovative way managers and leaders have devised to counter change and ambiguity is to effect strategic change. This technique is a step by step process in business organizations that tend to define the circumstances, peoples and leaders, and various aspects of the business environment.

But Whittington (2001) asks: “Does strategy matter?” Whittington asks this because if there is really the best method of strategic management, then all the rest of the managers who have been studying management are not anymore in use. If we can buy a book for strategic management in just a small amount that says this is strategic management, then we don’t need to pay managers so much.

People who tend to like change are those who may have changed the world. Many of them are not the ones who are popular, but quite a few effected change and their inventions became more popular than their personality. They are leaders in their own right, quiet and unpopular, but effective.

Change is an internal dynamic in a person; meaning the attitude – our attitudes, our outlook in life, our motivations and objectives for the organization – should change, and we become good leaders. But first we have to become, transform, into good followers who want change. The ‘want’ is emphasized here because if we do not have the longing for change, it will not be effective. It has to be a desire and a goal.

Transformational leadership can transform people into the kind of followers an organization must have. There are other kinds of leaders which may lead to disastrous circumstances for the organization, some of which maybe the egocentric leaders. Egos and selfish principles on the part of the leader can lead to failure of leadership even in an organization such as the military. The military is a well-disciplined kind of organization, and its leaders are trained not to be egocentric, but always to look after the welfare and safety of the soldiers.

There is an objective of improvement in transformational leadership. It is for the welfare of the members, and the organization can benefit from it. It transforms people and the entire organization. Transformational leadership focuses on the advancement of each and every employee or worker. The employees become motivated, inspired and given rewards in various forms.

The leader should stand as a model to be admired and emulated. He has to possess some extraordinary qualities but should be able to inspire and motivate people.

The followers are inspired to work and to see for the future. Transformational leaders stimulate their followers’ imagination to be creative and to provide more ideas and innovations for the betterment of their company or organization.

Leaders have made our world different

We have Malcolm McLean who introduced containerization or the shipping of voluminous loads and cargo through containers. It was the start of containerized shipping. Without his innovative leadership, he could not have led his people to load those large crates into his trucks, travels hundreds of miles up to the ports and load those crates in the ships. Companies followed his pioneering ideas and so containerization became popular.

Frederick Smith started FedEx, a private overnight delivery business, now serving worldwide with hundreds of thousands of employees and billions of dollars in assets and capital. Before this, nobody ever thought the ‘snail mails’ could be pushed faster. It is the post office’s competition but so innovative that people won’t care spending more just so their loved ones’ packages can arrive on time.

Bill Gates and the young computer ‘geeks’ of Silicon Valley were willing to introduce new ideas, changes, and trends in the workplace, that if they did not dare, somebody else could have done it and it would probably have been a different ‘ball game’ than it is today in the computer industry.

The innovation that Gates introduced to the world at first wasn’t an original idea. Young computer enthusiasts were all competing with the young Bill. But ideas always have variety, and Gates’s was an original injected into a popular idea that made him and almost everyone with him millionaires.

Henry Ford and his ‘Model T’ started the mass production of cars. Ford pioneered in the concept of the assembly line in the automotive industry. He installed conveyor belts, making the workers to stay in one place. He shortened the working hours of the workers, and his factories operated round the clock. With his innovations, the company was able to mass manufacture cars. His innovation and leadership changed the traditional concept of production. (Maxwell, 2008)

There other various kinds of leaders, leaders of our time who made the world different. They have led organizations to victory and success. They have the courage and they were not afraid to effect change. We have quite a number of them.

Managing organizational change

Change is explained to us by the Greek philosopher Heraclitus. He related the anecdote about one’s stepping on the river twice. Heraclitus said that one can never step on the same river twice. There is more than one interpretation to what philosophers or common people think and say. One interpretation is that the river is always changing and when the person steps on it the second time, the river has changed. Another is that the one who steps on the river is already a changed person the next time around even if the lapse of time is just a few moments.

Life is not always the same, a second or a minute from now. The world revolves and we go along with it. Simple life can change; what more with an organisation with its complexities and compositions.

Change is inevitable, they always say. We encounter change, we introduce change, and we cannot avoid change enforced upon us by time and situations. The most reasonable thing that we can do is to manage change. To manage change, organisations prepare their employees and workers in various ways: orientation, on the job training, training and development, and so forth. Some of these methods are institutionally programmed, but change is sometimes spontaneous, difficult to penetrate and encounter. In nation states where knowledge is an important product, or those nation states which are in the midst of the knowledge economy, employees have to experience continuous learning, or lifelong learning. They study and train, even after college.

Employees and workers have to be well-equipped in the knowledge economy with the necessary mental, physical and psychological abilities. Individuals should be ready for battle and their weapons are their knowledge, talent, capabilities, and experience to combat the multiple forces of modernity and technology. Organizations depend much on the workers; workers depend on organizational knowledge.

Advancement in communication has allowed everyone and every business organization to be connected to the world anytime. The world has never been so tightly interconnected as it is today. These connections have been realized at almost no cost to the customer and at a reasonable cost to the supplier (Sussland, 2000, p. ix).

Change management does not have any particular correct way of doing it, though it includes a number of social science disciplines and traditions in theory and practice. It is also difficult to find out the origin of change management. (Burnes, 2004, p. 261)

Globalization has affected even the smallest community. Significant social changes can take place both before and after the phases of the most intense physical activities, for example construction, production, expansion, manufacturing, and so forth. Globalization has revolutionized businesses and organizations. Companies now are expanding abroad, and have to expand both as an organization and as a business. New products have to be introduced. Competition dictates these companies to be always changing.

Another major driver of change is technology. Technology has brought about related phenomena, activities, a new form of industry, and of course changes. Because of the advent and popularity of the internet, globalisation dominates almost all aspects of businesses and organisations. “We are now living in a globalised world” seems to be a favorite catchphrase among authors and writers, and applicable to businesses and organisations because transactions can be conducted at an instance.

Companies need personnel and departments in order to grow in this so-called global village. But companies and organizations also have to belt-tighten, lower operational costs and minimize wanton spending. What they need are more personnel with less costs for the hiring and training of these personnel.

Most of the business functions and responsibilities cannot anymore be performed by existing departments with their limited personnel. Companies have to create more departments, recruit more personnel, and add more duties and responsibilities. They need middle- and low-level managers and staff to answer to customers’ demands. Because of this, downsizing comes to the aid of organizations struggling in their finances.

There is a lot of challenge put on the shoulder of the manager which puts his expertise to the test. Along with this line of thought is the concept on comparative human resource management that explores the extent to which people differs between different countries or between areas within a country or different regions of the world.

There are more changes when the organization has expanded to other countries. Managers and employees have to adjust to an organization with different cultures. An organization in another environmental setting will create a culture by itself that will have to cope with the existing culture of another country. Organizational culture is different from the existing national culture.

Cultural differences are a key factor to globalization. National values in other countries are more pronounced in the way people dress, talk, act socially, and in their religious ways. Cultural influences are a major concern. Most low-rank employees can be recruited in the country where business is built. Senior staff and other managerial jobs are from the country of origin. This makes additional demands on the skills of the managers in handling employees of different orientation and culture.

Different countries do have different values which affect the way people organize, conduct and manage work. The manager is faced with interpreting the actions and attitudes of the employees, negotiate with groups that have not only different goals but different methods of reaching to the company and different expectations of the other employees’ behavior.

Moreover, other normal activities such as recruitment and selection, training and development, reward and performance appraisal, may all be affected by cultural values and practices. In other words, the adoption of policies should be given careful study.

Managers should be fully aware of the culture’s values and what behaviors or actions those values support in order to take advantage of an existing cultural system. The manager can do it by reading the company journals that contain the information about the people in the organization. Managers should develop a deep understanding of how organizational values operate in the firm. This can be done by being with the low-rank employees and experiencing with them their common values and experiences.

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Organizational Behavior Essay Example

Type of paper: Essay

Topic: Workplace , Organization , Employee , Management , Behavior , Organizational Behavior , Culture , Development

Words: 2475

Published: 2020/09/25

[Organizational Behavior]

Organizational behavior is the manner and the way in which the organizational and organizational employees are stay connected with each other at work place. Robbins & Judge (2012) stated that there are many things that are the part of organizational behavior, like the response of employees and response of customers are also the part of organizational behavior. There are many factors that influence the acts and relations at the work place. The acts like the leadership, organizational culture, and personal objectives, and the role of individuals are also the parts of organizational behavior.

Theories and concept of organizational behavior

Organizational behavior is the fields of management and the managerial studies. This investigates that how to manage the individuals and the groups and the strictures of diversity and employment with in the organizations (Robbins and Judge, 2013).All of these impacts are to manage the resources as well as the growth of the organizations. From all of other resources, human resources are two of the most important and most effective resources and managing the needs of the individuals are the most important because they are they are unpredictable and unique in natures. To manage all the things that organizations needs is the top goal of the employees. In order to understand the human behavior with the organizations, a specific field of knowledge is developed that is called the organization behavior (Brief & Weiss, 2002). The organizational behavior famous on the following needs of the employees of different levels. These are individual, groups and organizations. We can also say that it is the study of people at the workplace. It is also concerned with the understanding and the needs of the employees. There are many other things that are included in organizational behavior. This includes leadership, behavior, power, interpersonal skills, communications, and the process of perceptions within the employees. If we conclude the organizational behavior in simple form there are two part of it. There are many concepts of organizations, but the most simple is that when two or more people are get together, and agree to coordinate with each other to achieve their goals, this means they are working in organization and it is born.

They are the personal attitude of the individuals; it means that when people are coordinating with each other what are the levels of their understanding. It also shows the attribute of the individuals because they are the most value able things

Theories of relevance

The industrial revelations gave rise to some important facts in which one was the division of labor. To measure these theories of relevance there are different ways to manage the things. There are some other facts and theories that are help fill in developing the full labor. The quality of organization relevant is the most important things. Here are some of the theories that are defined ; Scientific Leadership: This is one of the oldest theory and it describe how the jobs could perform more easily and more efficiently

Human relation Approach: This approach gives the ideas about the management and increasing the productivity through research

Decision making approach: It provides the approach on decision making as well as the approaches towards the more scull decision Neo Human Relation: It follows the structure of modern organizations and it also gave rise to many other theories like Maslow, Theory X and Theory Y and Many others. According to theories of organizational behavior organizations can be divided into different forms. There are four different types of organizational culture which are as under:

Clan oriented cultures: Such cultures focus on mentoring, providing guidance, nurturing and doing all the things together .

Adhocracy oriented cultures: They are entrepreneurial and dynamic which focus on taking risks and innovation. Market oriented cultures: They focus on competition, accomplishment and doing the job effectively. Hierarchy oriented cultures: They are controlled and structured with a focus on efficiency and stability . Keeping in view the above cultures we can estimate that the organizational culture being followed in the Northrop Grumman is clan oriented culture. This kind of cultures behaves in stiffer ways as compared to other cultures and employees are having less chances of participation. Organizational behavior plays a vital role in development of the organizations. There are many challenges arising and managers face those challenges. It is also the responsibilities of the managers to act as the wisest persona and have to come up with the issues. Northrop Grumman is an organization which provides the defense protection in the America and aerospace technology globally. The present case study is about the challenges faced by the company regarding its organizational behavior. The two major managerial problem confronted by the company are;

Close monitoring of the employees

Hinings et al., (1999) describes that managers have to maintain the exact values of people. They don’t have to focus one race, because there are employees from the different parts of the world, having the different cultural backgrounds, sexual orientations, and different age. The challenge that manager face is that how to manage this diversity and how to keep the contribution from all the employees. This distribution of organization will save the resources as well as it also participate in organizational growth. Manager must also make sure that he closely monitors this employees but this should not leading to the wasted manpower. The company has put too much strict supervision over its employees that it leads to the shattering of its manpower. The employees are not in close coordination with each other. And thus it is lacking a huge backdrop in case of its manpower. Goic (2013) stated that organizational structure in synergy with its culture ensures high business performance. When culture and structure works in close collaboration with each other they develop the business and its performance. It has its negative side too, sometimes cultures and structures impact the business negatively.

Lacking innovations

Participatory approach is essential in the organizational behavior. This is also related with the close monitoring. Mentoring is an essential part of the organizational behavior but it should not be such that creating harms in the innovation and development. Mayo (2003) states that, Boredom and repetitiveness of tasks led to reduced motivation. Motivation is improved through making employees feel important, giving them a degree of freedom to make choices and acknowledging their social needs. In the organization Employees cannot fully participate in the development activities due to fear of making mistakes. There is always fear of strict punishment on onset of any mistake and this behavior hinders the participatory approach. Corporate scandals reach in public in very less time. Successful organizations also have to police to face and maintain the ethical behavior with the employees and with the organizations as well. The challenge in ethics that manages face are that how to manage this and convey the organizational ethics to the employees of the organizations. The most important thing in ethics is to control the interest of the employees. Managers have to see that how they can maintain the persona interest of the employees, and how employees have to keep their interest behind the organizational interest. Some time it becomes the integral part to make communications inside and outside more effective. Communication at work place becomes more effective when it is manages according to the needs of the environment. Although technology had bring a change in organizational work now but managing this will becomes the challenge for the organizations. Fredrick Taylor has developed scientific management where he mentioned four principles of management. The key objective of this theory is to improve efficiency of economy and productivity of labour. The four principles include: Leaders use scientific method to study and work and to determine the most efficient way of performing particular tasks rather than using ‘rule of thumb’ or simple habit and common sense. Workers are matched by the leaders to their jobs based on ability and motivation and trained to work at best by the leaders rather than simply assigned to any specific job. Leaders monitor performance of work and instruction though supervision is provided to ensure that the most efficient way to doing task is followed by the workers. Leaders allocate the task between other leaders and workers which makes leaders spend time for planning and training, allowing the worker to perform task efficiently. As suggested by Contingency theory of leadership first proposed by Austrian psychologist Fred Edward Fiedler in his book “A contingency Model of Leadership effectiveness” in 1964. This theory emphasizes on leader’s personality at the same time the situation that the leader goes through. This theory outlined two managerial styles:

Interpersonal relationship

Fiedler measured the style of management with the Least Preferred Co- Worker Scale. The leaders scoring high on this scale are relationship motivated and those scoring low are task motivated (Northhouse. 2007) There is direct relationship between employee participation and organization progress (Jones, 2010). It could be explained from the following examples. The informal culture boosts up the performance of the organization. For example, the culture of PepsiCo is informal, and if both the organizations including PepsiCo and ‘Food Standards Agency’ are analyzed, then one can easily point out that PepsiCo is bigger than the ‘Food Standards Agency’. The reason behind the success of PepsiCo is the easy going culture. Such a culture promotes the relationship among the employees. They enjoy working with each other. This aspect enhances the knowledge and information sharing aspect which leads to the progress of the organization. Employees worked more freely as compared to Northrop Grumman and thus they proved to be more productive and fruitful for the organization. The company should motivate the employees. Motivation is an essential part of employee development. Mayo’s research resulted in laying a foundation for the Human Relations Movement. In his book The Human Problems of an Industrialized Civilization he has included the Hawthorne studies (Mayo, 2003). Mayo suggested that work motivation is promoted by factors like;

Greater communication

Good teamwork Showcasing interest in others Involvement of people in decision making Assuring the wellbeing of people Ensuring that the work is non – repetitive and, and not focused only on making money. It is one of the key and the most important thing with organizational behavior. If the organization maintains their globalizations pace they will be able to maintain their growth. Once the organization will maintain the globalizations, the organizations that are local will become the global stage one day. As this become the challenge that how to maintain the globalization. The global managers maintain the organi9zational culture, also they try to compete the globalizations, and this will becomes the challenge for the organizations.

Solutions for organizational behavior challenges

These are the various ways which make up the basic and foundation of organizations behavior. The very step is based on assessing the discrepancies in the organization, and evaluating the strengths and weaknesses as well. This activity develops the base for the strategic planning. Strategic planning is an extended phase of strategic management process. In the initial stages of this phase, the core values like mission visions and values are developed. If these are already developed, then a GAP analysis is conducted to review the disconformities (Hitt, Ireland, & Hoskisson, 2012). Different strategies are discussed for eliminating the issues, and then a suitable strategy is adopted after the consensus of the management. The next step is the deployment of the strategy selected in the previous phase. The resources are scrutinized, and then the required resources are allocated to the project. After it, the entire plan is communicated in the organization. The most critical and important stage is to implement the strategy in that organization as for it was developed. It is crucial, because it involves the change in the original situation. Often the things turned out to be different in this stage, and it can impact on the entire planning. Moreover, another reason for the importance is that in this stage we can know the importance of formulated strategy. The last phase of strategic management is the measurement and evaluation stage. When the strategy is formulated and implemented in the last step we evaluate that the strategy is working or not. The biggest thing in managing the people are managing the diversity, it becomes the challenge to manage the diversity. Because there are different people in organizations are working from daft part of the world with different background. To manage these diversity are the most import things. A good solutions to this diversity related issue is that never select too many people from same background. While in interviews with new employees always keep these things in mind that you don’t have to give benefits to a same cultures, or same ethnicity. Always minting a good tanning and development session with in the organizations to maintain the growth as well as managing the resources of the organizations diversity. This sometimes becomes the challenge for the organizations to maintain diversity but to meet this challenge is also necessary. It is necessary to maintain the ethical relations among the employees; this is also a challenge because some time these resources are also hard to manage. Ethical responsibility can be with or outside. To cultivate some good ethic, always provide employees with compensations as well as the fair decisions amount work. Always let the employees know about these responsibilities and keep them aware from their role. Trainings can also play their parts. The easiest solution to maintain the pace of globalization with your organizations is to let your employees know. They what they can do, and what they don’t have to do. This is how it becomes the valuable. Globalizations means competing the world, and sometimes it becomes the hardest things to manage. A simple solution to manage globalizations is that never put extra pressure and work burden at you employees. In the light of above discussions we can recommend following ways for Northrop Grumman to effectively mitigate the prevailing challenges in their organizational behavior. Always keep the compensations levels at good scales within the employees. The mangers have to do analysis about the employees who need compensations.

Training and development can play integral role because these will also or day to day activities.

Trainings also increase the understanding of each other among the employees. Leaderships are also plays they vital role, because sometimes they becomes the sources of improvement and act as the motivational factors. Internal communications is also another good things which will increase the sources and productivity within the employees. Put pressure of successful communications. Diversity management is key role, managers have to try that they can get more effective and vital in selecting the right people. Managers have to maintain diversity. Always respect your employees because they are the value makers, and they are also most difficult to manage. The key values to manage are the needs of the employees as well as they demand respects.

Employees should be motivated to be a part of team.

These are the few recommendations they are necessary to maintain the perfect organizational behavior. When Northrop Grumman Corporation makes these this with full concentrations, it means that they are successful in making them as perfect organizations.

Brief, A. P., & Weiss, H. M. (2002). Organizational behavior: Affect in the workplace. Annual review of psychology, 53(1), 279-307. Buchanan, D. A., & Huczynski, A. (2004). Organizational behaviour: an introductory text (p. 28). Harlow: Prentice Hall. Goic., S.(2013). Organizational structure, organizational dynamics and organizational culture. A research from Croatian Enterprises. Hitt, M., Ireland, R. D., & Hoskisson, R. (2012). Strategic management cases: competitiveness and globalization. Cengage Learning. Hinings, C. R., Greenwood, R., & Cooper, D. (1999). The dynamics of change in large accounting firms. Restructuring the professional organization, 131-153. Jones, G. R. (2010). Organizational theory, design, and change. Pearson. Mayo, E. (2003). The human problems of an industrial civilization. New York, NY: Routledge. Robbins, S. P., & Judge, T. A. (2012). Organizational Behavior 15th Edition. Prentice Hall. Robbins, S. P., & Judge, T. A. (2013). Essentials of Organizational Behavior. Pearson Higher Ed. Tseng, M. L. (2010). Implementation and performance evaluation using the fuzzy network balanced scorecard. Computers & Education, 55(1), 188-201.

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Management and Organizational Behavior

Individual and cultural differences, perception and job attitudes, learning and reinforcement, diversity in organizations, perception and managerial decision making, work motivation for performance, performance appraisal and rewards, group and intergroup relations, understanding and managing work teams, communication, organizational power and politics, conflict and negotiations, external and internal organizational environments and corporate culture, organizational structure and change, human resource management, stress and well being, entrepreneurship.

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streams from various disciplines including organizational behavior, behavioral decision re-search, and cognitive and a↵ective psychology. I then employ multiple methods, including laboratory experiments involving psychophysiology as well as ﬁeld research. Three essays compose this dissertation. My ﬁrst essay examines the role of emotion-
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References
Organizational Behavior and Human Performance 3:12-35; E.E. Lawler, III & J.L. Suttle. 1972. A causal correlational test of the need hierarchy concept. Organizational Behavior and Human Performance 7:265-287; M.A. Wahba & L.G. Bridwell. 1973. Maslow reconsidered: A review of research on the need hierarchy theory.
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Introduction to Organizational Behavior

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Unit 1: Organizations in Business

Unit 2: Managing Individuals, Personalities, and Motivation

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Unit 4: Leadership, Influence, and Leveraging Power

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Unit 6: Organizational Culture, Diversity, and Managing Change

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Human relation Approach: This approach gives the ideas about the management and increasing the productivity through research

Clan oriented cultures: Such cultures focus on mentoring, providing guidance, nurturing and doing all the things together .

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Solutions for organizational behavior challenges

Training and development can play integral role because these will also or day to day activities.

Employees should be motivated to be a part of team.

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Management and Organizational Behavior

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