Organizations work interdependently towards a common goal

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Organizational Behavior       Organizations have been described as groups of people who work       interdependently toward some purpose. This definition clearly indicates that       organizations are not buildings or pieces of machinery. Organizations are,       indeed, people who interact to accomplish shared objectives. The study of       organizational behavior (OB) and its affiliated subjects helps us understand       what people think, feel and do in organizational settings. For managers and,       realistically, all employees, this knowledge helps predict, understand and       control organizational events.   There are three determinants of behavior in       order to make an organization more effective: individual, groups, and structure.       The people within the organization and their behaviors affect the performance of       the organization. There are a number of behavioral disciplines that contribute       to OB: psychology, sociology, social psychology, anthropology, and political       science. There are lot of challenges and opportunities today for managers to use       OB concepts. One of the most important and broad-based challenges facing       organizations today is adapting to diverse work environments. Organizations are       becoming more heterogeneous in terms of gender, race, and ethnicity.       Understanding the concepts of OB allows management to facilitate the needs of a       diverse workforce.  

        Organizational behavior is about people at work in all kinds of         organizations and how they may be motivated to work together in more effective         ways.   By studying these behaviors you become more aware of your business ethics         and are able to positively find ways to transfer your employee's attitudes and         behaviors into more positive experiences personally and for the company.       Most organizations realize that being ethical is good business practice and       pays in the long run. To be ethical requires treating others -- customers and       employees -- properly and fairly. A company that is interested in growth and       profits must establish relationships with customers and employees based on       trust. Improvement of the employer-employee relationship is important to both       parties for several reasons. First, employee productivity increases when       employers treat their employees with more respect. Second, employees may find       that increased ethical behavior on their part actually results in higher       compensation. For example, many companies are involved in relationship       marketing, which is the process of creating and maintaining long-term       relationships with customers. Relationship marketing, which can help a company       increase its profits, requires the cooperation of employees. Employees that       perform their jobs conscientiously and diligently are frequently rewarded with       higher wages. Third, even if there is no material gain, ethically appropriate       behavior provides a sense of self-satisfaction. Therefore, it is advantageous       for every organization to maintain high ethical standards and thereby foster       trust between a company and its employees.  

      Virtually all studies of employee satisfaction show that influencing       employee attitudes is more affectively done by local managers and supervisors       than by any other force with in a business or organization.   Positive attitudes,       behaviors, and language are the most critical ingredients, supported by constant       application, interpretation, and example provided by organizational leadership.         Here are some of the principles that I feel are pretty powerful techniques to       redirect redefine and refocus how employees think, speak and behave and achieve       in their work environment.  

  Managers should be more constructive.   This means that daily, managers should   seek to make and solicit positive, constructive suggestions to their employees.   They should seek out useful questions to answer everyday and critique   performance constructively.  

  Managers should be positive.   By teaching others to have fun and celebrate some   success every day is positive behavior.   Using positive language and reducing   the negative language in a group should eliminate negative emotions amongst the   team and or company.  

  Managers should be outcome focused. Learn from positive lessons from adverse   situations and focus on today and tomorrow.   This will commit the manager to a   forward momentum that each employee can follow.  

  Managers should be reflective and seek to learn everyday.   As managers, you   should be learning everyday just like the rest of us.   What could you have done   better? What could you have done more of less often? Or could you have conducted   yourself differently, more consistently.   These questions show employees that   you to have the ability to redefine your actions to make yourself better.   Managers should be pragmatic.   If management makes forecasts achievable you are   helping others achieve their goals.  

  Managers should relentlessly seek positive incremental improvements everyday.   Help the employees break down problems into solvable parts.   Help your team   resolve these parts promptly so that time is not wasted and you can move onto   something else.  

      I don't want to put all the pressures on that of upper management because I       do believe that the success in the workplace also depends on the self-efficacy       of the individual employee in dealing with the social realities of work       situations. These skills include ability to communicate well, to relate       effectively to others, to plan and manage the demands of one's job, to exercise       leadership and to cope with stress effectively. Staying capable in a world of       change requires confidence in one's ability to manage one's own learning. That       is, in order to continue to be a valuable employee, an individual must be       willing to learn new skills to keep pace with the rapidly changing world.               By applying behavioral science and knowledge at various levels in an               organization higher quality of work-life can be achieved. It accomplishes this               by changing attitudes, behaviors, values, strategies, procedures, and structures               so that the organization can adapt to competitive actions, technological               advances. Organizations that have talented and dedicated employees are likely to               be more effective. Greater effectiveness by the employees in their tasks often               translates into greater efficiency and profits for the company. Human resource               management, benefits in its attempts to attract and develop individuals who are               best suited to the company through job descriptions, job responsibilities, and               training programs.  

              The employees who are satisfied in their jobs will be more motivated               to perform effectively and there is a scope to gain more and more knowledge,               update with new skills and they perform different tasks that require different               skills. They are able to perform a complete piece of work. This gives a sense of               completion and responsibility for the product.  

            Understanding different types of people and possible ways to deal             with them allows a manager to select the leadership style and methods most             appropriate to their situation. Study of behavior of employees in an             organization could help in selecting and training based on their tested             potential to perform the job. This helps in deciding pay rates, establishing             performance standards, work planning, distribution of work according to             individual capacity and setting schedules. Behavioral study provides performance             feedback, some insight into why employees behave a certain way and informal             social interactions.  

              In conclusion all these lead to an ultimate goal of improved               productivity; have people perform at full potential, and reward workers for               performance. Environmental factors are increasing the need for effective               leadership in today's organizations. In order to better motivate, guide, and               direct employee teams, leaders require specific skills and expertise in               behavioral studies to change their environment.     References   Boston: Pearson Custom Publishing, 2001. ORG/502-Organizational Behavior.   Resource. University of Phoenix. Retrieved January 9, 2004.   .   Maslow, Abraham. "Basic needs." Workforce 81:1 (2002): 49 EBSCO. University of     Phoenix Online collection. Retrieved January 9, 200413 Keywords: Abraham Maslow.   University of Phoenix, ed. Organizational Behavior University of Phoenix custom   edition e-text.  

  McShane-Von Glinow (2003). Organizational Behavior, Second Edition [University   of   Phoenix Custom Edition e-text]. The McGraw-Hill Company. Retrieved January   9, 2004 from the University of Phoenix, Resource, ORG/502-Organizational   Behavior Website:

Organizational behavior, also known as OB, is a field of study that investigates the impact that individuals, groups, and structure have on behavior within a company for the purpose of applying such acknowledge toward organization effectiveness. OB is about everyday people who want to enjoy every moment of their life, whether it is at work, at school or in every day society. Organizational behavior helps improve the performance of people, workplace, and the quality of the work overall. The goal of organizational behavior is to integrate the insights of diversity, discipline and applied them to real world problems and open opportunities.