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The Importance of Organizational Behavior
Barbara Miller
MHR104; ORG50
February 4, 00
The Importance of Organizational Behavior
"The study of organizational behavior facilitates the process of explaining, understanding, predicting, maintaining, and changing employee behavior in an organizational setting" ( Ratzburg, 00, para 4 ). This definition examines human behavior from a psychological aspect because it encompasses elements of the individual personality. It also includes the social aspect of human interaction in a group setting. When people join together in an organization to accomplish an objective, some kind of structure is required. People make up the internal social system of the organization. They consist of individuals and groups. They form, change and disband.
Managers must consider personal and environmental factors to fully understand how people behave in organizations. Human behavior is complex and at times very confusing. The purpose of this paper is to discuss the importance of the study of organizational behavior, to managers, as a vital ingredient in the success of organizations.
The human organization today is not the same as it was yesterday, or the day before. People are the living, thinking, feeling beings who work in the organization to achieve their objectives. In the past, most organizations were bureaucracies. In organizational behavior, this term has a very special meaning, beyond its negative connotation. Max Weber, the famous German sociologist suggested that organizations would thrive if they become bureaucracies by emphasizing legal authority, logic, and order. He argued that the rational and logical ideas of bureaucracy were superior to building the firm on the basis of charisma or cultural tradition (Schermerhorn, Hunt & Osborn, 000). Today, most modern managers have a management philosophy that reflects an underlying respect for people and their capabilities.
The new emphasis on people at work was a result of trends that have been developing over a long period of time. It has helped bring human values into balance with other values at work. Instead of a built-in "pecking order" like the bureaucratic system, successful leaders now strive to achieve organizational goals through participative management. Managers discuss with employees what the group is trying to achieve and how they can collectively best accomplish these goals.Leaders communicate their priorities, values, and beliefs through the themes that consistently emerge from what they focus on. These themes are reflected in what they notice, comment on, measure and control. Through role modeling, teaching and coaching, leaders reinforce the values that support the organizational culture.
Conversely, when an organization is dysfunctional, communication is indirect. Workers don't talk to each other face- to-face. Instead they use memos or e-mails. Conflicts are kept undercover. People keep track of what upsets them, but they refuse to bring these issues up at meetings. Also, requests for policy clarification are ignored. Direct questions are met with hostility (Jones, 1). These no-nonsense leaders scoff at the "touchy-feely" skills of communicating and listening well. Instead, the ability to do the job well and quickly is the only measure for a productive organization. These negative leaders act domineering and superior with people. To get the work done, they hold over their personnel such penalties as loss of job, reprimand in the presence of others, or days off without pay.
Fortunately, effective leaders who emphasize interpersonal skills are aware that they do not understand employees' needs. They recognize the variety of needs that motivate employee behavior, and solicit input from employees to better understand their needs. If there is no communication, employees cannot know what their coworkers are doing, management cannot receive information inputs, and supervisors cannot give instructions.
Managers should also be sensitive to ethnic, national, gender and age differences. Employees with high needs for power must be given opportunities to exercise influence. The employee with high needs for achievement must be allowed to excel at work.
Managers can also increase employee motivation by training, coaching, and task assignments. Managers should ensure that rewards are linked to good performance and that valued rewards such as time-off, and flexible work schedules are available. Knowledge of motivational drives helps managers understand the work attitudes of each employee. They can then deal with employees differently according to the strongest motivational drive in each.
Finally, managers should be aware that morally mature employees are more likely to be sensitive to inequities at work. At the same time, these employees are less likely to be selfish or self-centered. Morally mature employees will act ethically for the common good of all employees and the organization. They can be management's best allies in bringing about organizational change.
In conclusion, organizations are complex social systems composed of numerous interrelated components. They can be complicated to understand. Managers who design, develop, and improve organizations must have a mastery of the basics of organizational behavior. Although human behavior is complex and confusing, thorough knowledge of how people react in the work environment, empowers managers to successfully meet organizational goals.
Previously know as human relations, organizational behavior has emerged as an interdisciplinary field of value to managers. Managers are required to plan and organize, but the primary goal of a leader is to influence others to seek defined objectives enthusiastically. As managers are promoted to positions of leadership, technical skills become proportionately less important. Instead the leader's human skills, the ability of work effectively with people and to build teamwork, become a major part of leadership behavior.
References
Jones, T. E. (1, May). Dysfunction at work. Executive Excellence, 16(5). Retrieved on
February, 00 from EbscoHost Database.
Ratzburg, W. H. (00). Introduction to organizational behavior what is it?
Retrieved on January 7, 00 at http//www.geocities.com/Athens/
Forum/1650/htmlobintrol.html
Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (000). Organizational behavior (7th ed.). New York John Wiley & Sons.
The Importance of Organizational Behavior
"The study of organizational behavior facilitates the process of explaining, understanding, predicting, maintaining, and changing employee behavior in an organizational setting" ( Ratzburg, 00, para 4 ). This definition examines human behavior from a psychological aspect because it encompasses elements of the individual personality. It also includes the social aspect of human interaction in a group setting. When people join together in an organization to accomplish an objective, some kind of structure is required. People make up the internal social system of the organization. They consist of individuals and groups. They form, change and disband.Managers must consider personal and environmental factors to fully understand how people behave in organizations. Human behavior is complex and at times very confusing. The purpose of this paper is to discuss the importance of the study of organizational behavior, to managers, as a vital ingredient in the success of organizations.
The human organization today is not the same as it was yesterday, or the day before. People are the living, thinking, feeling beings who work in the organization to achieve their objectives. In the past, most organizations were bureaucracies. In organizational behavior, this term has a very special meaning, beyond its negative connotation. Max Weber, the famous German sociologist suggested that organizations would thrive if they become bureaucracies by emphasizing legal authority, logic, and order. He argued that the rational and logical ideas of bureaucracy were superior to building the firm on the basis of charisma or cultural tradition (Schermerhorn, Hunt & Osborn, 000). Today, most modern managers have a management philosophy that reflects an underlying respect for people and their capabilities.
The new emphasis on people at work was a result of trends that have been developing over a long period of time. It has helped bring human values into balance with other values at work. Instead of a built-in "pecking order" like the bureaucratic system, successful leaders now strive to achieve organizational goals through participative management. Managers discuss with employees what the group is trying to achieve and how they can collectively best accomplish these goals.Leaders communicate their priorities, values, and beliefs through the themes that consistently emerge from what they focus on. These themes are reflected in what they notice, comment on, measure and control. Through role modeling, teaching and coaching, leaders reinforce the values that support the organizational culture.
Conversely, when an organization is dysfunctional, communication is indirect. Workers don't talk to each other face- to-face. Instead they use memos or e-mails. Conflicts are kept undercover. People keep track of what upsets them, but they refuse to bring these issues up at meetings. Also, requests for policy clarification are ignored. Direct questions are met with hostility (Jones, 1). These no-nonsense leaders scoff at the "touchy-feely" skills of communicating and listening well. Instead, the ability to do the job well and quickly is the only measure for a productive organization. These negative leaders act domineering and superior with people. To get the work done, they hold over their personnel such penalties as loss of job, reprimand in the presence of others, or days off without pay.
Fortunately, effective leaders who emphasize interpersonal skills are aware that they do not understand employees' needs. They recognize the variety of needs that motivate employee behavior, and solicit input from employees to better understand their needs. If there is no communication, employees cannot know what their coworkers are doing, management cannot receive information inputs, and supervisors cannot give instructions.
Managers should also be sensitive to ethnic, national, gender and age differences. Employees with high needs for power must be given opportunities to exercise influence. The employee with high needs for achievement must be allowed to excel at work.
Managers can also increase employee motivation by training, coaching, and task assignments. Managers should ensure that rewards are linked to good performance and that valued rewards such as time-off, and flexible work schedules are available. Knowledge of motivational drives helps managers understand the work attitudes of each employee. They can then deal with employees differently according to the strongest motivational drive in each.
Finally, managers should be aware that morally mature employees are more likely to be sensitive to inequities at work. At the same time, these employees are less likely to be selfish or self-centered. Morally mature employees will act ethically for the common good of all employees and the organization. They can be management's best allies in bringing about organizational change.
In conclusion, organizations are complex social systems composed of numerous interrelated components. They can be complicated to understand. Managers who design, develop, and improve organizations must have a mastery of the basics of organizational behavior. Although human behavior is complex and confusing, thorough knowledge of how people react in the work environment, empowers managers to successfully meet organizational goals.
Previously know as human relations, organizational behavior has emerged as an interdisciplinary field of value to managers. Managers are required to plan and organize, but the primary goal of a leader is to influence others to seek defined objectives enthusiastically. As managers are promoted to positions of leadership, technical skills become proportionately less important. Instead the leader's human skills, the ability of work effectively with people and to build teamwork, become a major part of leadership behavior.
References
Jones, T. E. (1, May). Dysfunction at work. Executive Excellence, 16(5). Retrieved on
February, 00 from EbscoHost Database.
Ratzburg, W. H. (00). Introduction to organizational behavior what is it?
Retrieved on January 7, 00 at http//www.geocities.com/Athens/
Forum/1650/htmlobintrol.html
Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (000). Organizational behavior (7th ed.). New York John Wiley & Sons.
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