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Organizational Behavior and Motivation in Hurricane Response
Introduction
Organizational behavior is majorly a study of the way people act in their workplace. Public administrators and managers usually learn organizational behavior to help them understand employee motivation from different perspectives, such as engaging the staff members, managing bosses, and working with the public behind the scenes. Many theories of motivation have been formulated by theorists to create mechanisms for regulating the behavior of people working in organizations. Some major theorists studying this issue include Shafritz, Luddites, Hugo Münsterberg, and Frederick Taylor. This paper mainly addresses the methods each of these theorists would use to manage the consequences of the Katrina disaster and whether their approaches could be implemented or not.
Theories applicable to those affected by Hurricane Katrina
Most public administrator’s organizations are mainly created to serve human needs, hence the government should ensure that those who were affected by Hurricane Katrina are taken care of (Shafritz, Ott & Jang 2011). Those who needed more funds to rebuild their Louisiana homes should be given the remaining funds by the government through public administration to improve their lifestyle. According to Shafritz, both the organizations and the people are interconnected, whereby every organization needs new talents, ideas, and energy, while people need work opportunities, salaries, and careers.
Ruberts’ family which lives in Covington, Louisiana, after being affected by the Katrina disaster, complains of a lack of jobs; especially, this concerns Michael Ruberts who has not been able to get a steady job since the disaster occurred. The families had lost their homes and were displaced by the Katrina disaster and that is why they no longer had their jobs. It is the responsibility of the government to ensure that such kinds of people get stable jobs to enable them to support their families (Vakola 2010).
Michael Ruberts and Angie Ruberts are talented people, but they will not be able to fully reveal all their talent in organizations if they are undermined when it comes to payment. According to Hugo Münsterberg, people should be properly appreciated in the organizations, and I agree with him as this can help such people as Ruberts family.
Shafritz explained that a poor relationship between an organization and individuals may impact negatively both parties. Either the individual may decide to exploit the company, or the company may exploit its employee (Shafritz & Borick 2010). In the case of Michael Ruberts, the gas company is actually exploiting him. He is expected to pay more each day yet he does not earn enough. The gas company failed to communicate with the people and consider their financial status, so when the bills for the gas were brought, they appeared to be extremely high to be paid at once as the organization expected.
Good communication between the organization and individuals is usually a benefit for both, thus the people will be able to see the meaning of their work and feel confident and satisfied with what they are doing, especially if they are treated well by the managers and receive good payments (Shafritz & Borick 2010). On the other hand, the organization will be able to get new ideas and the needed talents to achieve success. According to Sigmund Freud, it is the mandate of an organization to motivate employees, especially those who seek work because they are in need of security; these are, for example, Roberts’ family (Katherine 2012).
Conclusion
This paper has mainly addressed in what ways each of these theorists would approach the Katrina disaster. Most of the approaches stated by the theorists are acceptable. However, one of the biggest questions one can ask is whether the government will be able to apply the theories or not to help those affected by the Katrina disaster?
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