Organisational Behaviour
The organizational behavior studies various fields within a business organisation setting by understanding the behaviours of human beings, the ways they communicate with each other within the workplace of an organisation and even the organizational functions and procedures. This field is related to the understanding of individuals within the organisation at the micro level, work groups at the meso level and finally the internal and external environment within which the organisation operates, i.e., at the macro level (Thomson and Van Niekerk 2012). The organizational behavior field also identifies the environment of the organisation, various factors that can impact the work performance and the different types of leadership styles followed to keep the workforce motivated and encouraged for committing fully to the organisation (Wood et al. 2016). Therefore, this field can evaluate the behaviors of the organisation and its employees as well as regulate the factors in a certain way to improve the organizational structure, performance, communication and leadership.
Due to the rapid globalization and high competition within the business environment, organizations want to enhance its performance and the productivity, it is important to enable interaction among people belonging from diverse backgrounds and cultures. By becoming diversified, it would be easy remain competitive and at the same time the human resources would be managed properly. The diversity management is one of the major challenges faced by the organization and so leadership skills are required to make the employees and staffs from diverse backgrounds adapt the diversified work culture (Shin et al. 2012). Diversity could promote better communication between the individuals, provide help and support to each other and avoid various laws, rules and regulations, further obtain the best ever scopes and opportunities to improve the brand name and image with ease and effectiveness.
A workforce program must consist of a legal framework that could allow for recruitment and selection of individuals from diverse backgrounds, provide them equal opportunities and treat them equally from every aspects. The human resource manager is assigned with the task of managing a diversified workforce program that would also consist of a proper training and developmental program for improving the skills, abilities and knowledge of individuals, furthermore make them perform to their potential (Chrobot-Mason, Ruderman and Nishii 2013). By forming a diverse workforce, it would be easy for fulfilling the needs and preferences of customers.
The attitudes mean performing a certain activity or expressing some kind of feeling towards someone based on a particular situation. Attitudes are considered as behavioral aspects that allow for showing some emotional behaviors towards another individual during a certain event. The three major components of an attitude are affective, behavioural and cognitive (Garcia-Santillan et al. 2012).
Affective – The emotions or feelings expressed while showing attitude during a particular activity refer to affective. It means an employee showing some positive or negative emotions because of some benefits provided or during some aggressive behavior shown by the leader.
Behavioral – The behavioral component includes an intention or nterest in showing some positive or negative behaviours towards someone, which means that the person is looking forward to behave in some particular way.
Diversity Management
Cognitive – The kinds of beliefs obtained by showing an attitude or behavior are the cognitive components of an attitude. An example could be where the senior manager appointed another employee for a higher position rather than the individual who deserved more. From this kind of situation, negative beliefs emerge and a mindset is gained that the manager or supervisor may not have provided equal scopes to everyone (Edmans 2012).
The employees can be satisfied with their jobs when their roles are subjected to fulfill their needs and requirements and be considered as an effective source of employment. The job satisfaction is an important aspect of the organizational behavior that makes people think about the positive and negative aspects of their job and with the job satisfaction, they will also be able to perform more efficiently and bring out positive outcomes. Job satisfaction can improve business performance and it is possible through providing them with better employment opportunities, better wages and keeping them motivated to perform to their potential (Yücel 2012). To keep them satisfied, various monetary and non-monetary rewards could also be provided.
The five major traits present within the Big Five personality model are extroversion, agreeableness, conscientiousness, neuroticism and openness to experience.
Extroversion – It means communicating with others and even performing some kind of activity to grab the attention of others by showing some positive attitude or behavior (Cobb-Clark and Schurer 2012).
Agreeableness – The ability to agree to others’ opinions, trust people and obtain their feedbacks and opinions. It also enables people to maintain values and beliefs positively within the organisation, furthermore provide help and support to them as well.
Conscientiousness – Remaining conscious for being organized and showing a disciplined behavior or nature to ensure flexibility and innovation at the workplace by maintaining the values and ethics (Karsten et al. 2012).
Neuroticism – This kind of trait shows the negative behaviors or attitudes of a person in the form of anxiety, aggression, which can also hamper the emotional stability.
Openness to experience – Openness to experience means the level of intellectual curiosity or showing some kind of behavior attitude as a sign of appreciation or creativity for a particular thing, situation or experience (Barsade and Gibson 2012).
Emotions – The emotions are basic feelings that are expressed through behaviors and attitudes by a person during some kind of event or situation. The emotions are short lived and can be happy, sad, proud feeing emotions and even showing some praise while admiring a beautiful art or creation.
Moods – Moods are either positive or negative and it is based on the feelings that are expressed by a person. Mood is a kind of feeling or emotions that can result from a specific stimulus and enables and individual to respond to a particular situation with ease and effectiveness. Moods can generate without any necessary cause which can affect the emotions or feelings of an individual too (Hume 2012).
Affect – Affect, on the other hand, is the gaining of some kinds of emotions, which generates moods and allows a person to show some kind of behavior or attitude.
Components of Attitudes
The management of perception at workplace means the individuals responding to stimulus and organizing their feelings and behaviours to provide a meaningful description of the environment where the organization operates. The perception of individuals at work allow them to show a positive behaviors or attitude and move towards the right goal or objectives to achieve the business outcomes appropriately. The perception of individuals allows for interpreting various things that are seen, heard and felt based on a particular situation and then providing a meaningful verdict for business success (Hawes et al. 2012). It could help in understanding the behavior of organisation and allow for resolving the issues and emotional negativities experienced within the organisation.
By hearing sounds in the form of speech delivered by the manager or leader, the employee can work according to that while by touching objects like computer system, the person will be able to know about what is needed to be done for accomplishing the tasks (Fakharyan et al. 2012).
One of the major theories that reflect the motivation level within the organisation is the goal setting theory that can make the employees understand their job responsibilities and at the same time determine the actual organizational purpose. It was invented by a psychologist named Edwin Locke who proposed the theory of motivation and also inclusion of incentives and rewards for keeping the workforce consisting of employees motivated and encouraged (Bernadette van Rijn, Yang and Sanders 2013).
According to the basic principles, the goals and objectives of motivation are clarity, commitment, taking up challenges, providing feedbacks and dealing with complex situations. The employees of the organisation must be a part of the process for fully committing to the achievement of goals and objectives through assessment of progress reports too. By following this theory, it would be convenient for the managers and leaders to improve the job expectations, skills of employees and drive their performances too. The employees should be rewarded with both monetary and non-monetary benefits along with praising their performances to motivate them and make them perform to their potential (Goetsch and Davis 2014). Offering them promotions and providing training for the betterment of their skills, knowledge and expertise should also keep them motivated and allow them to improve the organizational performance in terms if production and profit level achieved by the organisation (Avolio and Yammarino 2013).
Formal groups – The formal groups are quite natural because it happens within the organization only where various individuals are assigned with responsibilities to work as a tea, for the achievement of business goals and objectives with ease and effectiveness. The organizational members are selected and allowed to work in coordination, as an unit, for fulfilling the social needs and requirements and accomplish the business goals. Formal groups follow a particular organizational structure to move in the right direction whereas the informal groups do not need to maintain any organizational structure, because the members of the groups are selected on a voluntary basis (Sorensen and Stanton 2013).
Informal groups – On the other hand, the informal groups are formed by the employees themselves based on their needs, interests, preferences and behavioral traits. The formation of this kind of group is done voluntarily and the relationships between individuals within informal groups are related to personal matters whereas the informal groups involve professional communication and interaction between the individuals to accomplish the business aims and objectives (Iyamu and Mphahlele 2014).
Job Satisfaction
Leadership is an important aspect from the organizational context that helps in developing or setting a vision followed by a group to move in the right direction according to the organizational principles and values. The management of the organisation is concerned with the management of resources like financial and human resources. Management is the way of controlling the various components of the organisation to manage proper business functioning whereas the leadership skills present among individuals can help in keeping the workforce motivated and encouraged to perform efficiently (Mohr, Young and Burgess Jr 2012).
Leadership skills are present within individuals to make the workforce perform effectively by allowing the members of the organisation to move in the right direction. The management is a way of organizing things and coordinating the activities of the organsation. Leadership skills can influence the behaviors of employees within the organisation while the management skills are needed to make the employees follow certain orders, rules and regulations (Fugate, Prussia and Kinicki 2012). Leadership allows for motivating and encouraging the members of the organisation to bring out the desired positive outcomes whereas the management aspect revolves around the coordinate of various organizational activities such as maintenance of policies and procedures and even checking whether the procedures of recruitment and selection have been managed properly or not (Wood et al. 2016).
Power is defined as the higher authority or position held by a leader or manager of the organization to guide the employees in the right direction and motivate them to perform to their potential. The power within organisation is enabled through the development of careers at the managerial and professional levels, which can allow the individual with the highest power to transform the interests and preferences of individuals to various activities that can fulfill the business goals and objectives. Promoting positive power could facilitate the production level and even allow the staffs of the organisation make their own decisions and guide the other staffs to overcome issues related to work (Thomson and Van Niekerk 2012). By obtaining power within the organisation, it would be easy to gain the trust of others and increase the employee retention rate too. The power that was achieved could also help in making effective decisions and ensure fostering innovation and creativity within the workplace too (Shin et al. 2012).
The structure of an organisation depends upon the level of hierarchy based on how tasks are allocated, roles and responsibilities are assigned to the individuals and coordination of activities by enabling proper supervision are done. By creating a proper structure of the organisation, the organizations would be able to define the various functions and each of the tasks assigned with those functions. The different types of organizational structures are functional, divisional, geographical and matrix structures. The functional structure is suitable for the organizations where each of the roles and responsibilities of jobs are assessed while in case of divisional structure, the organisatons with different business units and departments follow the divisional organizational structure (Iyamu and Mphahlele 2014). The matrix organizational structure is suitable for large sized organizations which consist of numerous functional units spread across various locations.
Personality and Values
Culture represents a set of values and beliefs that are maintained within the organization’s members to manage the business functioning accurately. The main features of a good organizational culture include making good decisions with the obtaining of employee responses and feedbacks, enabling innovation, maintain financial and human resources management stability and form teams by facilitating communication between themselves too. There are different kinds of organizational cultures such as dominant culture, subculture, core values and strong culture (Mohr, Young and Burgess Jr 2012).
The dominant culture represents the major values and beliefs that have been mostly shared by each and every employees or staffs of the organisation. The subculture on the other hand, is a smaller cultural aspect managed within the organisation that has been defined by the separating units and various positions of the members working in various departments of the organisation (Fugate, Prussia and Kinicki 2012).
Forces for change
The organizational change management allows for making various alterations of the business functions and processes to improve the business performance. The changes could be done for the strategies, operations and technologies that were implemented. The various forces could be from both internal and external business perspective. The internal forces include lack of skills among the workers, reduction in company’s production, not aligned with the strategic goals and objectives, financial crisis and not being able to live up to the expectations of the customers. These are the various factors that have driven changes within the organisation for managing improvements in the future and ensure increase in organizational productivity and profit in business (Wood et al. 2016).
The environmental stress, from the organisation’s perspective is caused due to the unavailability of food, bad working conditions within the organisation, conflicts with team members and not being able to accomplish tasks within the strict deadlines. All these are the necessary causes of stress among the individuals who have been present within the organisation’s workplace (Fugate, Prussia and Kinicki 2012).
References
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