Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide, this paper will focus on a few parts of OB: elements, models, social systems, OD, work life, action learning, and change.
Contingency Approach
The contingency approach to management is based on the idea that there is no one best way to manage and that to be effective, planning, organizing, leading, and controlling must be tailored to the particular circumstances faced by an organization. Managers have always asked questions such as "What is the right thing to do? Should we have a mechanistic or an organic structure? A functional or divisional structure? Wide or narrow spans of management? Tall or flat organizational structures? Simple or complex control and coordination mechanisms? Should we be centralized or decentralized? Should we use task or people oriented leadership styles? What motivational approaches and incentive programs should we use?" The contingency approach to management (also called the situational approach) assumes that there is no universal answer to such questions because organizations, people, and situations vary and change over time. Thus, the right thing to do depends on a complex variety of critical environmental and internal contingencies.
Managing Workplace behavior
Managing workplace in the Philippines is likely different from Germany because here in the Germany competition was very stiff. They very much particular with the product they will produce unlike here in the Philippines most of our products are imported from different countries. We are patronizing the product of other country than our own product.
Goal Approach to Effectiveness
The goal approach to defining and evaluating effectiveness is the oldest and most
widely used evaluation approach. According to this approach, an organization exists to accomplish goals. An early and influential practitioner and writer in management and organizational behavior stated,"What we mean by effectiveness...is the accomplishment of recognized objectives of cooperative effort. The degree
of accomplishment indicated the degree of effectiveness." The idea that organizations, as well as individuals and groups, should be evaluated in terms of goal accomplishment has widespread commonsense and practical appeal. the goal approach reflects purposefulness, nationality, and achievement - the fundamental tenets of contemporary Western societies.
System Approach to Effectiveness
The term system is used in everyday conversations. A variety of meanings and interpretations are used to describe accounting systems, inventory control systems, a car's ignition system, an ecological system, and the U.S. tax system.
A system is a grouping of elements that individually establish relationships with each other and that interact with their environment both as individuals and as a collective.
Multi-Contingency Approach to Effectiveness
It is also known as Stakeholder Approach which means achieving balance among the various parts of the system by satisfying the interest in an organization. As stated awhile ago, goal system approach emphasizes on accomplishing goals while in this approach, multi-constituency approach, emphasizes on the individual that is part of the organization, such as the employees, customers, stockholders, directors, suppliers, creditors, officials and other people that is being part of the organization.
Environmental Forces for Organization to initiate change
As changes occur in workforce technology, the economy, competition, social trends, and world politics will have to initiate organizational development interventions. Because competition is becoming stronger each day, organization have no choice - they must change.
An examination of the stories of how IBM changed or how Harley-Davidson changed from companies that were losing market share and profits to become beacons for success reveals important patterns. First, successful change is associated with a multi-step process that creates power and motivation to continue. Second, the change process is driven by top-quality leaders who exert a lasting influence on the changes being made.
Organizational Culture and Socialization
- Organizational Culture is what the employees perceive and how this perception creates a pattern of beliefs, values and expectations. While, Socialization is the process by which organizations bring new employees into the culture.
- Socialization is a continuing process whereby an individual acquires apersonal identity and learns the norms, values, behavior, andsocial skills appropriate to his or her social position.
Difference in how some employees talk about a positive culture and others describe a negative culture
> Because organizational culture involves shared expectations, values and attitudes, it exerts influence on individuals, group and organizational processes. Because employees of an organization has their own values and attitudes, expectation, has their behavior it could be taken as positive culture especially if some employees is similar to others’ behavior, values etc. Another reason that could be taken up why it talks about positive culture is that, employees are formally accepting other employees’ behavior. Maybe the reason why others describe a negative culture is that they could not accept that there are employees that have that kind of attitude or behavior that the others do not want.
Impact of an organization’s culture on individual and team behavior
Because organizational culture involves shared expectations, values, and attitudes, it exerts influence on individuals, groups, and organizational processes.
Employees are influenced by the experiences shared by others, thus, adapting the behavior that they perceived.
Spirituality
Spirituality is a state or experience that can provide individuals with direction or meaning, or provide feeling of understanding, support, inner wholeness, or connectedness. Of course, spirituality is considered to have some positive benefits in the workplace because as part of an organization, we need to be always connected to our work and colleagues. It can contribute honesty, creativity, trust, commitment, personal need satisfaction and improved organizational effectiveness.
Specific practices and programs used by organizations to facilitate socialization
Effective accommodation socialization comprises five different activities:
1.designing orientation programs
2.structuring orientation programs
3.providing performance evaluation information
4.assigning challenging work
5.assigning demanding bosses
Other effective socialization practices are:
SOCIALIZATION STAGE PRACTICES
Anticipatory Stage ● Recruitment using realistic job previews
● Selection and placement using realistic career paths
Accommodation Socialization ● Tailor-made and individualized orientation programs
● Social as well as technical skills training
● Supportive and accurate feedback
● Challenging work assignment
● Demanding but fair supervisors
Role Management Socialization ● Provision of professional counseling
● Adaptive and flexible work assignments
● Sincere person-oriented managers
Globalization
- is the interdependency of transportation, distribution, communication, and economic networks across international borders. It means business is mutually and physically responsible to supply the demands of customers globally. A business is engaged in performing tasks internationally
- Cross-cultural communication (also frequently referred to as intercultural communication, which is also used in a different sense, though) is a field of study that looks at how people from differing cultural backgrounds communicate, in similar and different ways among themselves, and how they endeavour to communicate across cultures.
A global manager is someone who views markets, production, service and opportunities globally and who seeks higher profits for the firm on a global basis. He is aware of and understands the major cultural differences from country to country.
Here are some Global Strategic Skills that are suggested for the global managers for their economies of scale and competition can be addressed:
- TEAM-BUILDING SKILLS
- ORGANIZATION SKILLS
- COMMUNICATION SKILLS
- TRANSFER OF KNOWLEDGE SKILLS
Characteristics of culture can influence the behavior and attitudes of employees
Characteristics of Culture
1.
Culture is shared, by which we mean that every culture is shared by a group of people.
2.
Culture is learned. The members of a culture share certain ideals, which shape their lives.
Hofstede's original cultural dimensions
Individualism (IDV)
- on the one side versus its opposite, collectivism, that is the degree to which individuals are inte-grated into groups. On the individualist side we find societies in which the ties between individuals are loose: everyone is expected to look after him/herself and his/her immediate family.
Masculinity (MAS)
- versus its opposite, femininity, refers to the distribution of roles between the genders which is another fundamental issue for any society to which a range of solutions are found.
Uncertainty Avoidance Index (UAI)
- deals with a society's tolerance for uncertainty and ambiguity; it ultimately refers to man's search for Truth. It indicates to what extent a culture programs its members to feel either uncomfortable or comfortable in unstructured situations.
Long-Term Orientation (LTO)
- versus short-term orientation: this fifth dimension was found in a study among students in 23 countries around the world, using a questionnaire designed by Chinese scholars It can be said to deal with Virtue regardless of Truth.
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