Category: Organizational Behavior

Organizational behavior refers to the behavior of individuals, teams and management that forms organizational culture. It is important to note that organizational behavior highly determines efficiency and output of an organization. On the same note, due to division of labor that has become the order of the day; many people have chosen to specialize in certain areas only in order to advance their productivity. This has led to the need of people to work together so that each can perform the task he or she is well qualified in so as to enhance productivity and quality. In the words of Draft (2009), as group working becomes more important, so are other issues that affect organizations for example, diversity. It should be noted that diversity in workforce goes beyond just race, gender and ethnicity to include differences in experience, variations in educational background and discrepancies in perceptions. According to Freeman (2010), diversity is a result of differences in religious backgrounds, racial differences and difference in cultural orientation among other factors. Consequently it is important for an organization to come up with a uniform behavior that can be used to define the organization.

Scott (2003) says that organizational behavior is a wide discipline that touches almost all social sciences and studies the relationship between organizational efficiency and interrelationships among people. Employees form the core of any firm and therefore their contribution is the start of the companys success or failure. Having the same views, and being ready to promote the firms goals first before personal interests will go along way in improving overall performance. Freeman (2010) asserts that organizational behavior influences employees as a group more than it affects them as individuals. In this regard, as away of motivating employees, their state of affairs needs to be given first priority in the firm before any other issue as they are the most important input. This is best explained by the theory of hierarchy where the basic needs are satisfied before the secondary or tertiary ones (Draft, 2011). People have to interact in an organization and the outcome is unpredictable. Consequently, organization behavior tries to understand and explain why some people behave the way they do in different circumstances within an organizational setting (Sosik & Jung, 2002). Moreover, organizational behavior focuses on regulating the way people conduct themselves within the organization. It is important to note that given the difference in family backgrounds, employees can never have similar behaviors. Additionally, organizational behavior addresses employees treatment in an organization.

Arguably, the most important role of positive organizational behavior is to avoid conflicts and eliminate or reduce the effects of conflicts on performance. Thompson (2008) defines conflicts as disagreements over various issues affecting the group which can vary from personal behavior and interaction, to professional and process accomplishment. Conflicts can be divided into three broad groups that are seemingly distinct from each other and each of which can be addressed separately. These are task conflict, process conflict and relationship conflict. It has been noted that conflict affect certain issues that directly influence the outcomes of the group and that it does not in itself directly affect the group. Such issues as the amount of trust that group members have both on the group as a whole and on individual group members highly determine the productivity of the group (West, 2012). West argues that the bond that puts together individual members in the group is of importance as it determines the likelihood that the members can enjoy working together hence, influencing group outcomes (West, 2012, p. 76). Organizational behavior influences how conflict is perceived and received. Moreover, it determines how group members think the conflict will affect them individually thus playing a great role in determining the effects conflict will have to the organization (Brody, 2005).

As griffin (2011) argues, organizational behavior is as a result of several integrated factors including motivational factors. In this regard, motivation theories play a vital role in enhancing organizational behavior. A study carried out by Jex and Britt explains how expected outcomes are influential in motivating people to choose certain behaviors (Jex & Britt, 2011, p. 174). The process by which people make choices about motivational factors to take into consideration is very crucial according to the expectancy theory. Scott (2003) suggests that an organization applying expectancy theory should liaise with the employees to select rewards so that they will be in line with the expectations of employees. On the same note, the rewards should be awarded as soon as positive behavior is exhibited (Hirschey, 2008). This, according to the theory, will influence the cognitive process of decision making. The theory asserts that behavioral process of human beings is as a result of cognitive choice making that is influenced by expectations. If people believe that meeting certain expected performance or behavior is rewarded, then they will aim at these behaviors. In this regard, employers seeking to make certain behaviors part of their organizational behavior should first learn employees expectations. There after, they should try to relate rewards directly to desired behaviors and ensure that the rewards meet the expectations of employees (Draft (2009). The rewards can be in form of increase in wages, promotions or any other form that is agreed upon. The theory further argues that a reward system that is tied more closely to specific performances is more effective in influencing peoples behaviors (Sosik & Jung, 2002).

It is important to state here that expectancy theory is not limited to specific relationships between employers and employees. As Robbins and Judge found out from their study, expectancy theory cuts across all aspects of employee-employer interactions (Robbins & Judge, 2011). People will always match their input to the expected returns for their specific assignments. Consequently, if employees expect that given their current roles and status hard work can lead to promotion, then they will increase their output. However, if employees reach a state where they do not expect any increase in favors from the employer, for example when they do not expect promotions, they will be less willing to increase their efforts. Maddox (2008) states that for employers to maintain a particular behavior in employees, they should be able to continuously enhance their expectations. Employees will be motivated when they expect more from the employer.

Expectance theory is crucial for managers since they will have to find ways to motivate their employees. The theory explains why desired outcomes have to be linked with specific performance levels. Murray, Poole and Jones (2006) insist on the importance of continuously assessing the motivation level of employees and thus ensuring that the rewarding system still works. They argue that this will ensure that employees do not get fed up with the rewards they get and thus reduce their motivation.

Employers need to implement the expectancy theory right from the point of recruitment. Much as employers will want to bring into their workforce new employees, existing employees should be given first priority. Thompson (2008) argues that one way of keeping employees expectations alive is by giving them a chance of getting promoted. However, the promotions should be tied to some kind of behaviors and specific level of performance. In addition, the employers need to carry out the whole process of promotions in a free and fair manner that gives equal chance to each employee. Kwok and Solomon assert that given the expectations of being promoted, employees will tend to adhere to the prescribed behavior and thus promote organizational culture. Freeman (2010) argues that expectancy theory is not only important in streamlining organizational behavior, but also in increasing employee retention. He states that this can be done by associating promotions with the tendency of staying with the company. On the same note, entrepreneurs can use the expectancy theory in promotion to encourage employees to advance their skills through livelong learning. According to Adams (2007), entrepreneurs need to ensure that assignments given to any employee are relevant to the employees development. This is because when employees do not value their assignments they are bound to loose interest even in the rewards that are issued. As a result, employees will not be ready to help the business to prosper.

It is important to differentiate the internal motivation that every employee has that makes them to wake up in order to attend their daily duties from induced motivation. Draft (2011) points out that internal motivation may make employees to ensure that they complete their duties everyday, but will not be sufficient to make them increase the quality of their work. As a result, entrepreneurs need to ensure that motivation resulting from expectations is well above personal motivation of employees (Draft, 2011). Employees may personally be motivated to complete any work on their desk before they go home because they do not want to have uncompleted work when they report the following day. However, expectancy theory explains how employers can make the employees to produce high quality work each day (Maddox, 1993). In their study, Schneider and Barsoux found that differentiating acts that all employees are individually motivated to do is crucial to ensure that only those behaviors that can be influenced by expectations are rewarded (Schneider & Barsoux, 2003). All employees are expected to report to work early and complete their assignments. Therefore, rewarding this will not be doing any good to the firm. However, rewarding high quality assignments will increase expectations of employees thus making them to increase the quality of their output. According to Scott (2003), it will be prudent also if the rewards are not so frequent because their impact will be overshadowed as employee get used to them thus limiting their impacts.

Entrepreneurs are however advised not to demand too much from employees because expectations that are out of reach will not have any positive outcome (Brody, 2005). While employees are motivated by expectations to increase their performance, this depends on education background, possession of the required expertise, availability of necessary resources and support from either fellow employees or employers (Maddox, 1993). Therefore, assignments should be given in accordance with peoples capabilities to improve performance and the impact of rewarding system. According to Adler and Allison (2008), it would be important to liaise with employees so as to ensure that the rewards that are issued are in line with individual goals that people have. Employees will be very unwilling to work when the expected rewards are not enticing or satisfying their personal needs. Consequently, for the rewards to enhance peoples expectations, they should be appealing to employees (West, 2012). Though critics have questioned the simple believe that a reward will make people increase their output, the theory is highly effective in aligning peoples behavior with organizational expectations.

Kwok and Solomon (2006) assert that entrepreneurs also need motivation to be able to engage in the risky ventures that they must undertake. They state that entrepreneurs will be willing to take certain risks if they expect that results from those ventures will be positive. Studying the behavior of entrepreneurs, Robbins and Judge found that entrepreneurs who knew that they possessed specific skills and attributes that were necessary for prosperity were always ready to go a step further in their endeavors (Robbins & Judge, 2011). This was because the entrepreneurs had high expectations of positive results. Entrepreneurs need to have some motivating factors before they decide to invest in any area. These factors include income, asset accumulation and development of the organization to greater heights (Hirschey, 2008)

According to the expectation theory, intentions of entrepreneurs play a very crucial role in determining behavior. In this regard, expectations of entrepreneurs coupled with certain variables are very influential in entrepreneurship. Studies show that it is the desired results from a business that make people to increase their efforts towards starting businesses (Kwok and Solomon, 2006 and Sosik and Jung, 2002). It should be noted that many people start businesses with the expectation of attaining financial stability as well as achieving autonomy. Sosik and Jung (2002) argue that the stronger these expectations are, the more efforts an entrepreneur will put into the business. Additionally, it is important to note that previous business experience play a vital role in shaping entrepreneurs expectations about certain ventures. Therefore, people who have been previously involved in various business activities will be more willing to take business risks because they have specific expectations unlike people who want to start a business for the first time.

Other people are also crucial in shaping entrepreneur expectations. According to Griffin (2011), human beings have a tendency of listening and actually adhering to what other people say about various issues. When people talk of how various ventures give good returns, entrepreneurs will want to invest in the same ventures because they will be expecting higher returns on their capital. In case the first venture fails to pay to expectations, entrepreneurs get frustrated. These entrepreneurs will be less prepared to take risk in the same venture in future. While studying why entrepreneurs may choose to invest in a given venture, Freeman found high expectations were attached to high risk ventures, and this made entrepreneurs more willing to take the risk (Freeman, 2010).

Hirschey (2008) emphasizes that entrepreneurs consciously make decisions about how to go on with their issues. It is important to note that expectancy theory stresses on the value that people attach to a given outcome as being paramount in determining the effect expectations will have on behavior. In this regard, entrepreneurs will tend to invest in ventures that are expected to produce highly valued outcomes. However, Maddox (1993) claims that this depends on the strength of expectations that attaining the given performance will directly lead to the desired outcome. For example, entrepreneurs must have faith that decisions and strategies used are able to give them the expected results.

It is important also to note that entrepreneurs behavior is modified by the business environment in which they are operating. Murray, Poole and Jones (2006) found that competitive environment sends the signal that laxity is detrimental and ingenuity is critical. Consequently, entrepreneurs will be compelled to increase their efforts. For an entrepreneur, the outcomes of his or her endeavors are the rewards he or she receives. In this regard, rewards and performance are so closely and directly related for entrepreneurs (Adams, 2007).

Draft (2011) states that entrepreneurs usually have diverse expectations. Some go into business to ensure their financial stability and personal advancement. Additionally, others want to go down the books of history as the people who were able to establish strong businesses. There are those who want to increase their income and be able to advance the living standards of their families. On the same note, some people venture into business because they feel that entrepreneurship is the only place where their skills can be able to receive commensurate returns. Whatever the expectations or rather motivational factors, the end result is still the same. People want to see their expectations met and their efforts bearing fruits. In this regard, expectancy theory is very crucial in influencing the behavior of entrepreneurship.

However, expectancy theory has some weaknesses which limit its application. To begin with, expectancy theory assumes that people are very observant and they will correlate rewards and performance. According to Jex and Britt (2008), this assumption does not hold because not everybody will be influenced by rewards. If a reward or outcome does not satisfy personal needs, then it will not influence anything. It is also important to note that while the theory assumes that performance is pegged on rewards, this is not the case in real life scenarios. There are many other factors that affect performance and some of them are stronger than rewards (Adler & Allison, 2008).

Classical perspective of organizational behavior is centered on bureaucracy theory and the scientific management theory. According to the scientific management theory, efficiency can only be attained by controlling production as a science. In this regard, the theory suggests that one need to know what people should do in an organization and how the same can be achieved cheaply. The bureaucracy theory argues that management of society requires implementation of rule and laws. Additionally, the rules should be stable but those that can be learned by people. Moreover, it proposes a top-down management style where higher managers issue orders to their subordinates. On the same note, the theory proposes that educational levels should be the pillars to determine how management assignments are allocated (Maddox, 1993). Anything short of that will lead to inefficient management according to the bureaucratic theory. This theory has been credited with accountability, responsibility and consistence. However, classical perspective has been criticized on several grounds. Firstly, classical perspective overlooks the issue of human needs which should be satisfied to enhance efficiency. On the same note, human error and differences in the way various duties are accomplished is ignored, thus assuming that people should be treated the same.

Due to the shortcomings of the classical perspective, the neoclassical perspective evolved. The neoclassical perspective is based on the studies of Hawthorne. According to the studies, efficiency is enhanced when interactions between employees are satisfying. On the same note, efficiency depends on whether management understands the way employees interrelate and behave in a group (Hirschey, 2008). The theory argues that understanding of human behavior through studying behavioral sciences is crucial for managers who aim at enhancing productivity. Satisfaction of employee needs is among factors that motivate them according to Hawthorne study. However, critics argue that the study concentrates too much on social issues and forgets organizational needs. Nevertheless, both the classical and the neoclassical perspectives help in building the ideas around organizational behavior.

Many organizations have recently opted to invest internationally due to the contracting domestic markets. As a result, these firms are faced by the dilemma of different international cultures. Therefore, in planning for their organizational behavior, it is important to take into consideration the cultural differences (Adams, 2007). It is important to note that failure to accommodate the cultural difference in organization behavior can be catastrophic. Culture determines how people conduct themselves and these includes the attitudes that people will have towards work and how they will manage time. On top of that, culture also influences national issues such as the socio-economical factors, political aspects as well as international relations (Kwok and Solomon, 2006). It is also important to note that since culture involves internalization of norms, it ends up influencing the social life of people thus determining the materialistic and individualistic aspects of life as well as the willingness of people to change. This highly influences the probability that people will adapt to certain behaviors which are beneficial to the organization (Adler and Allison, 2008). In this regard, it will be crucial for an organization to let its international branches free to accommodate the cultural differences of their host countries when coming up with organizational behavior.

It is important to note that organizational behavior is not entirely an internal affair. External factors also play an important role in development of organizational behavior. As explained by the resource dependency theory, organizations depend on resources which are held by other organizations (Murray, Poole & Jones, 2006). Therefore, other organizations have influence on how a given organization operates. Similarly, the institutional theory explains that with time, the norms, routines and structures that form organizational behavior become redundant. Consequently, it is necessary to continuously evaluate organizational behavior to ensure that it is productive.

Organizational behavior forms the pillar on which the firm bases its activities. It literally tells the public and other stakeholders what to expect from the company. It is important, however, to note that employees play an important role in determining the success of an organization as they are the ambassadors of the firm (Schnelder & Barsoux, 2003). They are also the people who determine how customers perceive the firm, hence carrying the image of the firm. Group working is inevitable and therefore group conflicts will always be an issue that should be addressed diligently for the sake of performance. Organizational behavior is a vital ingredient in determining whether the organization will achieve its goals or not. Therefore, any organization should strive to have a positive organizational behavior not only to avoid conflicts, but to also enhance harmony among its stakeholders.

References

Adams, J. D. (2007). Managing People in Organizations: Contemporary Theory and Practice. London: Palgrave Macmillan.

Adler, N.J. & Allison, G. (2008). International Dimensions of Organizational Behavior. Hoboken: Cengage Learning.

Brody, R. (2005). Effectively Managing Human Service in Organizations. Thousand Oaks: Sage Publishers.

Draft, L. R. (2011). Management. Stanford: Cengage Learning.

Draft, R. (2009). Organization Theory and Design. Cincinnati: South-Western College Publication.

Freeman, R. E. (2010). Strategic Management: A Stakeholder Approach. New York: Cambridge University Press.

Griffin, R. W. (2011). Fundamentals of management. Stanford: Cengage Learning.

Hirschey, M. (2008). Fundamentals of Managerial Economics. Stanford: Cengage Learning.

Jex, M. S., & Britt, W. T. (2008). Organizational Psychology: A Scientist-Practioner Approach. Hoboken, NJ: John Wiley & Sons.

Kwok, C.C. & Solomon T. (2006). National Culture and Financial Systems. Journal of International Business Studies, 37(5), 227-247.

Maddox, R. C. (1993). Cross-Cultural Problems in International Business: The Role of Cultural integration function. London: Quorum Books.

Murray, P., Poole, D., & Jones, G. (2006). Contemporary Issues in Management and Organizational Behavior. Stanford: Cengage Learning.

Robbins, S. P. & Judge, T. (2011). Organizational Behavior. New Jersey: Pearson Education.

Schnelder, S. C. & Barsoux, J. L. (2003). Managing Across Cultures. London: Prentice Hall.

Scott, W. R. (2003). Organizations: Rational, Natural and Open Systems. Upper Saddle River: Prentice Hall.

Sosik, J. J. & Jung, D. I. (2002). Work-Group Characteristics and Performance in Collectivistic and Individualistic Cultures. The Journal of Social Psychology, 142 (1), 5-23.

Thompson, L. L. (2008).Making The Team Work: A Guide for Managers. Upper Saddle River: Prentice hall.

West, A. M. (2012). Effective Teamwork: Practical Lessons from Organizational Research. Hoboken: John Willey & sons.

Introduction

A consumer is defined as the ultimate user of a product/commodity or a service, while an organization is a social set up, separated by physical boundary with defined objectives.

A consumer can influence an organizations buying behavior at the same time an organization can also be able to influence a consumers buying behavior. This means that the two parties depend on each other. When for example consumers change their purchasing pattern owing to an introduction of a given statute, companies may also change to reflect the same. On the other hand a company changes its pricing strategies consumers will be able to change immediately. (Foxall, 1993)

Organizations buying behavior vs. consumers buying behavior

In most cases organizations will buy products for resale while consumers buy for consumption purposes. Companies buy products for resale in order to make profits. (Foxall, 1993)

An organization may buy a product to aid in the production of other goods and services while an individual may purchase goods for household use only. (Foxall, 1993)

The decision to buy or not in a company is charged within a specific single unit while for a consumer it may be influenced by family preferences. (Personal selling: consumer buying behavior, 2008)

In an organizational buying there is greater use of marketing in formation while a consumer does need to do marketing in order to make a purchase.

Consumers buying process is less vigorous as opposed to an organizations where it may involve four stages Websters (1965)model i.e. problem solving, buying responsibility , the search process and the choice process(Personal selling: consumer buying behavior, 2008)

In an organizations buying process there are different roles played in the buying centers, these roles include: those who first recognize the product, individuals who affect the buying decision, those who are the authority of buying, and finally those who actually buy the product. (Personal selling: consumer buying behavior, 2008)

Organizations buy as rational groups while consumers buy as willful individuals.

Future expectation of changes in price

When consumers expect that the price of a commodity will rise against their favor they tend to buy more to avoid being victims of future price changes. Similarly organization will buy more of a product when there is a speculation that the price will change. E.g. a company will buy a large quantity of materials in order to take advantage of unprecedented changes in price; this could be to make abnormal profits or to ensure steady supply of products to the market thereby retaining their clients. (Kerimcan, 2004)

Future expectation of changes in supply

When there is a perception that quantity of a commodity supplied in the market will fall consumers will buy more. At the same time organizations will react almost the same way. (Kerimcan, 2004)

Quality sensitive

Consumers always would want to buy high quality products. They are ever cautious about the nature, quality and quantity of the product they buy. Likewise organizations are also quality sensitive. They will purchase high quality materials that are likely not to give them unfavorable variances. This will ensure that they maintain their client loyalty and satisfaction. (Kerimcan, 2004)

Different factors influencing the buying behaviors of organization as well as consumers

There are three main factors that influence the buying behavior of a consumer

External

Group, this may include culture, family and preferences. A group of people from a particular cultural background will exhibit a different buying behavior when exposed to a different situation. Likewise a situation in which a company operates will influence its buying behavior i.e. its recognized as an influence both to the process as well as to the buying centre. (Johnston & Lewin, 1996)

Environment

In an organization the decision to buy does not only involve individuals but also joint groups. In consumer purchasing it may be influenced by a family.

Interpersonal and inter-organizational

The relationships between the buying and selling organizations, price and distribution capacity, and competitors market strategies; market positioning and industries marketing variables are a real threat in buying behavior. (Johnston & Lewin, 1996)

In consumer buying interpersonal behavior is a key factor. Different lifestyles exhibited by different personalities, decision making ability and the level of motivation will immensely affect the buying behavior. (Kerimcan, 2004)

Conclusion

It is important that marketing organizations understand the different kinds of behaviors exhibited by both organizations and consumers especially when making purchasing decision. This can be a critical success factor to a firm.

An organization that clearly distinguishes the difference between the two will make further steps in market research. A market research is considered to be one the best strategies in ensuring that a firm achieves its competitive sustainability. (Personal selling: consumer buying behavior, 2008)

Organizations themselves should also understand their own buying behavior. This will aid in making strategic planning decisions; managers need to give priority to their policies and organizational culture. Corporate organizations need to be a ware that the buying process can be bigger than the purchasing and procurement department and therefore should be ready to fully participate in the buying process as a whole.

List of references

Foxall G.R. 1993, Consumer behavior as an evolutionary process, European journal of marketing, Vol. 27, No. 8, pp. 185-92

Johnston W.J & Lewin J.E, 1996, organizational buying behavior: toward an integrative framework Journal of business research, Vol. 35, pp 1-16

Kerimcan O. 2004, consumer-to-consumer interactions in a networked society: word-of-mouth theory, consumer experiences, and network dynamics, PhD dissertation; Univ. Michigan.

Personal selling: consumer buying behavior, 2008, consumer buying vs. organizational buying. Web.

Introduction

The concept of organizational behavior has been studied for several decades as theorists try to establish the link between individual behaviors and the performance of corporations. The concept was introduced in 1966 by Jim Naylor and George Briggs when they published Organizational Behavior and Human Decision Processes. Their publication sought to contribute towards the understanding of human performance (Kanfer & Chen, 2016). The literature on organizational behavior (OB) includes extensive definitions of the term. The basic tenet, however, is that OB entails studying individuals and their behaviors within the workplaces (Foerster-Metz et al., 2018). This paper addressed the definition by Mullins (2016) who terms OB as the study and understanding of individual and group behavior and patterns of structure to help improve organizational performance and effectiveness. An evaluation of the above statement and an examination of management theories and their impact on OB will be presented. Additionally, a comparison between the traditional and modern forms of organizational structures will be made. Lastly, the change management process will be discussed and an explanation given as to why the process is regarded as the most effective.

Evaluating the Statement

Evaluating the statement presented above means examining its efficacy in defining the concept of OB. Efficacy means how well the statement describes the OB and the extent to which the constructs are integrated. As mentioned earlier, OB is concerned with how people behave within an organization and how their behavior influences organizational performance (Foerster-Metz et al., 2018). A more comprehensive definition includes details such as the examination of the group and individual behavioral patterns and other complex interactive issues within the workplace. Additionally, OB also seeks to predict and control employee behaviors to maximize corporate success (Mullins & Christy, 2016). The statement, therefore, presents a comprehensive definition of the OB concept incorporating the key constructs: behaviors, organization, and performance.

Other frameworks tied to the term OB can be used to examine the efficacy of Mullins (2016) statement. For example, motivation used in the OB context as a predictor of performance entails changing actions, attitudes, and conducts to improve employee efficiency (Kanfer & Chen, 2016). As such, the control of behaviors to achieve corporate success is a key defining feature of OB. Additionally, the primary elements in OB are the people and their interactions within a structure provided by the company. The internal environment explains those conditions determining how the employees interact (Foerster-Metz et al., 2018). Therefore, the statement provides a true and concise explanation of what OB entails.

Theories of Management

The management theories are critical in examining OB considering that managerial practices determine employee behaviors and the corporate culture. There are three distinctive schools of thought under which the theories of management can be classified: classical, neo-classical, and modern theories. The classical theories are founded on scientific methods, bureaucratic structure, and administrative approaches to management practices. The neo-classical theories focus on human needs, behavioral aspects, relationships, and motivation. Lastly, the modern school of thought emphasizes that there is no fit method for all situations (Hussain et al., 2019). The five theories and their impacts on OB discussed here are scientific management theory, general administrative theory, contingency theory, systems theory, and Maslows hierarchy of needs theory.

Scientific Management Theory

Scientific management is a classical theory proposed by philosophers such as Frederick Taylor. The theory posits that there should be a scientific way of managing people in an organization. It is based on a philosophy founded on four major principles. The first one is the establishment of true management science that determines the best approach to performing each task. Secondly, the selection of workers should be scientific so that each employee is tasked with responsibilities they are best suited to. Thirdly, the education and development of the staff are done scientifically. Lastly, intimate and friendly relations between the managers and laborers should be established (Paramboor et al., 2016). The last principle examined above has the most impact on OB. The managerial practices determine behaviors and interactions within the workplace. The rest of the principles in the theory pay little attention to relationships and interactions as their primary focus is efficiencies that can be achieved through scientific methods. Transactional dealings can be associated with such a theory considering that the company members will be interacting only when needed.

General Administrative Theory

The general administrative theory is also a classical theory developed by Henry Fayol who defined 14 principles of management. Described as the father of modern management, Fayol is among the theorists who believed that management is a dynamic process of performing organizational activities. The 14 principles are division of work, authority, discipline, unity of command, subordination of individual interests, unity of direction, degree of centralization, order, equity, remuneration, initiative, esprit de corps, scalar chain, and stability of tenure (Uzuegbu & Nnadozie, 2015). These principles explain how managers treat employees and how workers behave and interact within the company. As such, it can be argued that the adoption of the general administrative theory of management means defining the right behaviors to be instilled upon the staff. Rather than study them, the theory proposes a framework for developing those behaviors that maximize organizational productivity.

Contingency Theory

The contingency theory also focuses on the employee and managerial deeds in specific situations. According to Hussain et al (2019), OB is studied through the contingency theory by outlining the contingent factors such as technology, culture, and the external environment influencing the corporations design and functionality. Researchers have attempted to incorporate thoughts from different schools because the principles and concepts in many theories are not universally applicable to all situations. This is where the contingency approach comes to the rescue by stressing the significance of situational factors. In the OB context, management practices include developing the right skills to handle various situations. The employees and their superiors are all required to adapt to situations as necessary.

Maslows Hierarchy of Needs Theory

Abraham Maslow developed the hierarchy of needs theory categorizing five types of employee needs. The most basic needs (physiological ones) are at the bottom of the pyramid, including food, water, shelter, and other physical needs. Upon the achievement of these wants, the second phase of the desires called safety necessities is pursued. The pattern goes on to the top of the pyramid with self-actualization (Hussain et al., 2019). From a managerial perspective, the theory is used to inspire the employees to achieve the highest possible productivity. As mentioned earlier, motivation is a key aspect of OB. The impetus determines how the staff works and their efforts and attitudes towards work. The theory is founded on the notion that people toil to achieve unaccomplished needs. When managers offer the employees basic needs, they no longer are motivated by the same and their behaviors at the workplace may change. To continue with the productive performances, the employees pursue those needs higher up in the hierarchy.

Systems Theory

The systems theory is a modern model that seeks to adopt a holistic approach to an organization. The problems faced by managers are addressed through an integrated methodology that focuses on the systems serving people. The modern theories have attempted to fill the gaps left by classical models that are concerned with efficiency, task, and structure and the neoclassical frameworks that have people as the central theme. Expectedly, therefore, the modern notions such as the systems theory interweave the key themes in the classical and neoclassical philosophies to address the organization as a whole (Hussain et al., 2019). The systems model addressed issues such as adaptability, relationships, complexity, value, knowledge, and quality. In the OB context, the systems concept will focus on employee behaviors as part of the organizational success factors. The management dwells on developing employee capabilities through knowledge acquisition and sharing which reflect on positive behavioral changes and productivity.

Traditional versus Modern Forms of Organizational Structures

Organizations comprise elements and configurations and underlying relationships. The term structure can be defined as the relations between the corporate components. Organizational structure, therefore, means an association framework consisting of jobs, operating processes, people, systems, and groups pursuing set business goals (Ahmady et al., 2016). From this definition, it is apparent that the organizational structure determines the formal interactions and reporting within a business. Additionally, it establishes the positions of people working in groups by dividing units across the business. Lastly, the corporate structure includes system designs through which the teams are coordinated and interactions governed within the firm. The traditional and modern forms of organizational structures differ significantly from the traditional models built on hierarchies while the modern ones are boundary-less and founded on concepts such as agility. A comparison between these two forms shows a shift from task management to people management and knowledge sharing among other changes.

One aspect that can be used to compare the two models is the power relationships within a firm. The traditional models have hierarchical structures where power flows vertically (Jahan, 2016). Additionally, the employees are departmentalized, so that each department focuses on specified tasks that are unique for it. The chain of command in such systems means that employees report to the person immediately above them in the hierarchy. Any issues will then be reported to superiors further up until the final destination. Another key aspect of the traditional structure is that each unit pursues independent business strategies aimed at maximizing the outcomes in that department.

In contrast, modern structures are characterized by the absence of boundaries. The businesses are networked together where the various units collaborate in the pursuit of common goals (Jahan, 2016). Such institutions are well-suited for rapid innovations that require connectivity and knowledge sharing, the corporate strategy guides the actions of all business units where the operational strategies are derived. Rather than management, modern structures adopt leadership which depends on soft people skills such as listening, consensus building, understanding, team building, and relationships. Such characteristics mean that, unlike the traditional structure, the modern ones are more horizontal with shorter chains of command. Rather than directing and reporting, deliberations and feedback allow the leaders to engage the employees to make them more committed to their work and to improve their productivity.

One of the key themes featured in modern corporate structures is agility. Agile structures are necessary because modern businesses continually innovate to capture changes in the environment. Such innovations mean that a firm needs to be able to adapt and modify its model timely and effective. Agility, according to Liao et al (2019), entails the capability to quickly respond and exploit external changes through practices such as rapid improvement of products and services. In comparison, traditional enterprises had rigid structures not suited for a modern business climate where innovations are essential for success. Such entities are slow to adapt due to bureaucracy and lengthy procedures in decision-making.

Fluidity often requires that firms have to adopt hybrid structures to help them achieve aims such as knowledge sharing in a dynamic environment. According to Laihonen and Huhtamäki (2020), knowledge is regarded as the most strategically significant resource that a company can have. Innovative businesses, therefore, need to build infrastructure which allows them to make the most of organizational knowledge and learning. Such features of modern structures make contemporary corporations flexible and adaptable. The aspects that improve modern organizations performance include teamwork used as a recipe for success and employee morale achieved by granting them more freedom. Other benefits include greater diversification and the adoption of new technologies that drive organizational success. The traditional business structures also have their advantages (Jahan, 2016). For example, they offer more stability in their activities, thus, making their future less uncertain. In risk management, the specific policies and stable processes allow traditional organizations to perform better.

There may still be a role for traditional forms, though it would be minimal. Even modern organizations need direction because innovation processes cannot go unchecked. The guidance, however, can be given by modern leaders who may have to make certain decisions on their own as opposed to consulting. Managing stakeholders means that all the interests are accounted for. When innovations disrupt certain interests, the management sets in to make the necessary adjustments. Stability, as highlighted by Jahan (2016), may also assure success and reduce uncertainty. Maintaining stability in a continually innovating business may require the adoption of more traditional forms of structures. The concept of hybridity as discussed by Laihonen and Huhtamäki (2020) may be best seen where the traditional forms play a role. In order words, a hybrid mixing the best elements of the traditional and modern forms of structures may help address the need for both innovation and stability. However, modern businesses cannot afford rigidity and any attempts to build mixed forms of structure should be keen to address any inflexibility.

Change Management Process

Change management processes are not easy to implement as manifested by the fact that few major change initiatives are fruitful. Kotters model proves that a successful change process comprises a series of phases that often require a considerable length of time (Odor, 2018). An effective change management process, therefore, gives the firm time to implement the modification in incremental steps. It is argued that Kotters 8-step model of change management is the most effective process. The reasoning for this argument is that the model is comprehensive and offers a framework and a checklist of all actions critical for a successful implementation. The phases in this model and their significance are highlighted further as evidence of the efficacy of the framework.

The first phase of Kotters change process is the establishment of a sense of urgency. About half of the change processes fail at this stage because organizational members are not properly motivated. A sense of urgency means making them understand that the change is needed immediately for the sake of the firms survival. The second phase entails building a powerful guiding coalition comprising those who back the change. The ability to gather the support of powerful staff means the entire business will embrace the change process. Such coalitions can only be built if all the senior executives are on board. When transformations and initiatives are fragmented and members are divided, the implementation is rigged with turmoil and the adjustment will not be successful. An attempt at major transformations means getting people with the right amount of influence to support the modification. The second phase is where the serious issue of change resistance is addressed.

The third phase focuses on the creation of a vision that directs the change efforts. A major revolution involves a shift from the current state of affairs to a desired one which is considered to be better. The idea of an organization with improved features is the vision and it should be accompanied by the right strategies to guide the firm towards that state (Kotter, 2005). A vision in itself is not enough if not made known to the right people. The fourth step, therefore, involves communicating the vision and its strategies to the corporate members. This step also involves adapting the behaviors of the staff to the examples set by the guiding coalition. In essence, some major changes require overhauling the entire culture.

When people are aware of the change vision, they may still be unable to implement it. The fifth step seeks to empower them to act on the vision by removing any hindrances, changing systems and structures, and encouraging risk-taking among the employees (Kotter, 2005). The sixth step involves planning and creation short-term wins. Performance improvements and their indicators are developed and employees are rewarded for their accomplishments. The short-term wins are milestones that inform the workers that change implementation is progressing so they can remain motivated. The seventh phase entails consolidating the improvements made and pursuing more change. In essence, the change process is seen as incremental where small variations are effected after which further alterations are sought. Such a breakdown makes this model the perfect one for most organizations. Lastly, the eighth phase is where new approaches after the change has been successfully implemented are institutionalized. New behaviors and systems are embedded in the new culture where an organization sustains the achieved state of affairs.

The breakdown of Kotters 8-step model allows it to address all the key elements determining the success of change implementation. The process is not linear but rather cyclical meaning it can be applied for any change efforts within a business. The most important element that makes it the most effective is that the model allows organizations to implement major transformations in smaller batches such that the firm is not overwhelmed. The fact that short-term wins are created means that smaller tasks are identified and handled one by one to their completion. Successful implementation of each smaller task allows the members to pursue the next until all the changes needed are successfully effected. Even though no comparison is made with other models, it can be argued that some models undertake the change as one huge task implemented at one. Viable changes following Kotters (2005) change model are manifested by the presence of a vision. Additionally, the implementation only starts when all elements supporting the change are set up thus assuring greater success.

Conclusion

Organizational behavior is a broad concept that covers the behaviors and interactions of staff in the workplace. The notion also included the aspects of organizational structure and change management that show the application of OB concepts within various organizational contexts. This paper evaluates a statement defining OB and shows that the statement comprehensively outlines all constructs and the scope of the terminology. A comparison between modern and traditional forms of business structures reveals that the traditional forms have only a small role to play in the contemporary business environment. Lastly, Kotters 8-step model of change management is recommended as the most effective framework.

References

Ahmady, G. A., Mehrpour, M., & Nikooravesh, A. (2016). Organizational structure. Procedia  Social and Behavioral Sciences, 230, 455462. Web.

Foerster-Metz, U. S., Marquardt, K., Golowko, N., Kompalla, A., & Hell, C. (2018). Digital transformation and its implications on organizational behavior. Journal of EU Research in Business, 2018, 340873. Web.

Hussain, N., Ul Haque, A., & Baloch, A. (2019). Management theories: The contribution of contemporary management theorists in tackling contemporary management challenges. Journal of Ya_ar University, 14, 156169. Web.

Jahan, S. (2016). Modern organizaion vs traditional organization. LinkedIn. Web.

Kanfer, R., & Chen, G. (2016). Motivation in organizational behavior: History, advances and prospects. Organizational Behavior and Human Decision Processes, 136, 619. Web.

Kotter, J. P. (2005). Leading change: Why transformation efforts fail. Harvard Business Review, 83(2), 412.

Laihonen, H., & Huhtamäki, J. (2020). Organisational hybridity and fluidity: Deriving new strategies for dynamic knowledge management. Knowledge Management Research & Practice, 113.

Liao, S., Liu, Z., & Ma, C. (2019). Direct and configurational paths of open innovation and organisational agility to business model innovation in SMEs. Technology Analysis & Strategic Management, 31(10), 12131228.

Mullins, L. J., & Christy, G. (2016). Management & organizational behavior (11^th ed.). Pearson.

Odor, H. (2018). Organisational Change and Development [PDF Document]. Web.

Paramboor, J., Musah, M., & Husain, S. (2016). Scientific management theory: A critical review from islamic theories of administration [PDF Document]. Web.

Uzuegbu, C., & Nnadozie, C. O. (2015). Henry Fayols 14 principles of management: Implications for libraries and information centres. Journal of Information Science Theory and Practice, 3(2), 5872. Web.

Introduction

The purpose of this study is to build upon the criticisms on the Big Five Model of Personality Assessment and to make a point that 5 dimensions do not provide a complete interpretation of a personality hence the. HEXACO model is suggested as alternative. Past research has shown that general and intrinsic religiosity and morality and values are related to higher Big Five Agreeableness, Conscientiousness and, to some extent, Extraversion. With the rise of the six-factor HEXACO (Honesty–Humility, Emotionality, extraversion, Agreeableness, Conscientiousness, and Openness) model of personality, however, a more differentiated look at values, morality and personality is called for. It has been suggested that every dimension of the Big-Five Model is associated with Honesty–Humility and thus HEXACO model is suggested as an alternative. In a study involving 15 participants, the relations of Honesty–Humility and other HEXACO dimensions to morality, values, honesty and well-being outcomes were investigated.

Criticism

Taxonomy is a general description to scientifically classify and describe. In relation to evaluation of personality, however, a generalizable taxonomy of personality is one that can adequately classify and describe a broad set of individuals in terms of a well-defined set of criteria. In BFI, a unifying taxonomy of personality traits made it possible to evaluate personality in organized framework and a well predictor of important outcomes such as academic performance and work behavior.

However, with the popularity of BFI there were a few misunderstandings that revolved around it, with the first being that BFI is comparable or synonymous to describing personality. Because it is unwise to assume that five broad dimensions that measure traits (Extraversion, Openness to Experience, Agreeability, Neuroticism and conscientiousness) would reduce or count as ‘not measures to personality.’ Including but not limited to other trait constructs such as need for cognition for affection, self-esteem etc. It also does not measure the Dark Triad personality including: Machiavellianism (a manipulative attitude), narcissism (excessive self-love), and psychopathy (lack of empathy).

Secondly, as excellent as it is in evaluating and predicting in major personality dimensions, it is not explaining the motivation or reason behind a personality trait, nor to explain why people differ. Alternatively, a well-known six factor taxonomies is known as the ‘HEXACO’ model, which includes an addition honesty humility factor to better gauge the motivation and reason behind a predictive personality trait or in predicting unethical, manipulative or deceptive behavior. This may be helpful for organizations who seek to predict or evaluate job applicants who are likely to engage in abusive behavior such as bullying, theft and lying.

In conclusion, although the Big Five is a reliable measure for evaluating personality, it only is limited to a few personality facets while not capturing the entire set of personality traits or in predicting morally relevant behavior.

The biggest difference between the big five and HEXACO model is the addition of the 6th factor of humility and honesty represented by facets of sincerity, fairness and freed avoidance and modesty. However, this is not merely an addition but a repositioning of the variance of the Big Five neuroticism and agreeableness into HEXACO agreeableness, emotionality and honesty humility.

Alternative

Although early lexical studies support Big Five Model, more recent, cross-language studies have suggested that the Big Five Model should be replaced by HEXACO which is composed of six dimensions instead of five which are Honesty-Humility (H), Emotionality (E), Extraversion (X), Agreeableness (A), Conscientiousness (C), and Openness to Experience (O). The biggest difference between the Big Five and HEXACO model is the addition of the sixth factor, honesty-humility, which is represented by the facets of greed avoidance, sincerity, fairness and modesty. People with high Honesty/Humility are considered to be fair, unassuming and sincere. Conversely, people who have low scores are considered to be materialistic; they feel strong sense of self-importance and tend to break the rules in order to get what they want.

According to the studies, Honesty-Humility dimension of Hexaco better predicts range of important outcomes when compared to Big Five Model. This is particularly true for manipulative, unethical and antisocial behaviors. When honesty-humility is reversed, we see that it is aligned with the traits of Dark Triad. This means that low scores on Honesty-Humility corresponds to higher levels of narcissism, psychopathy and/or Machiavellianism.

Other than Honesty-Humility dimension, the other difference between HEXACO and BFI model is related to Agreeableness and Emotionality factors. The contrasting point here is that the agreeableness factor on the Big Five Model is characterized by the qualities of cooperation and empathy. On the other hand, the same dimension in Hexaco is characterized by their ability to control anger and compromise for others. Hexaco further compliments the agreeableness dimension with the emotionality dimension that is characterized by the likelihood to tendency and vulnerability.

Although both can be seen as complementary, it is also important to realize that Agreeableness is more about reciprocal altruism – which is characterized by the willingness of an organism to compromise its own well-being to increase another organism’s believing that the other organism will do the very same. On the other hand, emotionality is more about kin altruism – the tendency of an organism that helps it’s promote the well-being of its relative individuals even if it means compromising on its own.

Testing

A sample of 15 people was taken to examine the personality on the basis of HEXACO model of Personality. The purpose was to study if there’s a link between extraversion and other dimensions of the big five model with the honesty-humility factor. Questions like

It can be observed through the trend of the data that Extraversion alone cannot explain the intrinsic intentions of a person. Person 15 has a very high Honesty-Humility score and a comparatively low Extraversion Score. An organization might want to hire a person who’s more sincere rather than someone who is a risk to the organization. Persons 5 and 8 have approximately the same extraversion score but their Honesty Humility Score vary. Thus the addition of this factor provides an extra dimension and adds more meaning to the analysis of the personality of a person.

Comparing Honesty-Humility with Extraversion also gives an explanation as to how this dimension is also linked with the new factor and how the new factor adds meaning to the assessment. Person 11 has the highest Agreeableness score but a comparatively low Honesty-Humility Score. If person 11 and 12 were to be compared who have almost the same agreeableness score, their honesty-humility score suggests that person 12 is more sincere and fair.

Conclusion

Past research has shown that general and intrinsic intentions and personality of a person is related to higher Big Five Agreeableness, Conscientiousness and, to some extent, Extraversion. With the rise of the six-factor HEXACO (Honesty–Humility, Emotionality, extraversion, Agreeableness, Conscientiousness, and Openness) model of personality, however, a more differentiated look at every dimension of the assessment and personality is called for. It has been suggested that morality and values are more associated with Honesty–Humility. As expected, Honesty–Humility was one of the strongest personality correlate of every dimension mainly Agreeableness and Extraversion, adding more meaning to the assessment of personality traits and comparative analysis. Higher scores on Honesty were also associated with Agreeableness and Extraversion. Relations of Honesty–Humility to psychological well-being scales were consistently positive and stronger than its relations to subjective well-being measures, suggesting that Honesty–Humility may not be “bad” for pleasure attainment and pain avoidance, but it is definitely “good” for living a virtuous, fully functioning life. This report had the modest aim of replicating and extending prior studies investigating the relations of HEXACO (Honesty-Humility Factor) to extraversion, agreeableness and well-being outcomes. Nevertheless, further research is necessary, in particular, research that can identify causal relationships. A limitation of this research was the use of self-reports; it would be useful in future research to use multiple methods of measurement, examine non-student samples, and study unexamined populations. Such research will further show the personality profile of the honest, religious, outgoing yet happy people.

References

1. Anglim, J. and O’Connor, P. (2019), Measurement and research using the Big Five, HEXACO, and narrow traits: A primer for researchers and practitioners. Aust J Psychol, 71: 16-25. doi:10.1111/ajpy.12202
2. Smith, M. B., Hill, A. D., Wallace, J. C., Recendes, T., & Judge, T. A. (2018). Upsides to dark and downsides to bright personality: A multi domain review and future research agenda. Journal of Management, 44, 191–217.
3. Jonason, P. K., & O’ Connor, P. J. (2017). Cutting corners at work: An individual differences perspective. Personality and Individual Differences, 107, 146–153.
4. https://www.researchgate.net/publication/273451136_Honesty-Humility_and_the_HEXACO_Structure_of_Religiosity_and_Well-Being

Abstract

Organizational behaviour studies about the behaviour of human being within an organization. Management have to face countless challenges in their work life. As organizations have entered into the new World which is called “GLOBALIZATION”. (research, 2020) It means to interpret an economy with the World’s economy. With the intensity of the Internet moving data at its peak, business can be directed without public limits. As an aspect of the rising globalization in business, higher levels are managing another arrangement of concerns. Three categories that affect the manager’s role are Globalization, intuition and diversity. Newly hired managers make judgement with less estimation as they do not want to disturb an existing situation of an organization. A productive higher level should supervise the Globalization, intuition and diversity to flourish their organization. (Carlson, 2009)

Importance

At the point when we utilize the term systematic study, we mean seeing connections, endeavouring to trait circumstances and end results, and putting together our decisions with respect to logical proof—that is, on information accumulated under controlled conditions and estimated and deciphered in a thorough way. (Langton, Nancy, 2016) According to the today’s demand of an organization one should be adaptive in nature. As there are end number of employees working in an environment some are part time and full time. Moreover, to compete with the World’s economy. (Carlson, 2009)

• Evidence-based management – This identifies that an organization should use a rule called ‘Management as a science’ and should take a decision accordingly. For example, we want Lawyers to make decision about their clients based on the evidence, and the Evidence-based management demands from Managers the same.
• Systematic study and EBM add to intuition- In this, decisions are taken with foreknowledge which can be harmful in future. For example, signing a contract because of strong intuition can conclude to risk. Because individual has not made a decision by thinking practically, but with his/her sixth sense. One should not believe in “we think we know”. (Langton, Nancy, 2016)

Big Data

Big Data is used to track the information about customer’s preferences on what they bought online. (oracle, 2020) Earlier, it was not used as it is used now. Skip the dishes and EBay can be the example for this as they use this to know where and when the customers want to use their services. But the companies whose first motive is to sell in-store they issue a loyalty card. For example, Real fruit and American eagle. (Langton, Nancy, 2016)

Conclusion

To conclude, it cannot be said that an individual should not use their gut feeling or they should use 100% of evidence. No, because scientists can also do wrong things. Instead of that they both should go hand in hand. One should be sure about what he/she is doing. Use of evidence should be done to confirm your sixth sense and others can take decisions from their experience too. (Langton, Nancy, 2016)

References

1. Carlson, D. (2009). Systematic Study of Organizational Behavior.http://www.dynotech.com/articles/organizational.shtml
2. Langton, Nancy. (2016). Organizational behaviour. Toronto.https://reader.texidium.com/dist/#/book/14139
3. oracle. (2020). What is Big Data.https://www.oracle.com/ca-en/big-data/what-is-big-data.html
4. research, b. (2020). Systematic Study of Organizational Behavior. 7.https://www.bartleby.com/essay/Systematic-Study-of-Organizational-Behavior-PKLA543VJ

Organization Background

Atlassian Corporation is an Australian based public limited company headquartered in Syndey founded by Mike Cannon-Brookes and Scott Farquhar in 2002. It was incorporated in UK and had its IPO on NASDAQ from 2015. It is a company that develops products for software professionals, project managers and content management. Atlassian is very well known for Jira an issue/project tracking application that helps software teams address internal issues and evaluate performance and Confluence a wiki kind of product that makes it easier for teams to work together and share projects across the teams working across the globe. Now in the current market is serves over 150,000 customers with little over 3000 Atlassians working worldwide with offices around the globe and it has even committed to donating 1% of its equity and profit to charity. Atlassian is going ahead with a mission “Help unleash potential of every team starts at home, helping our teams unleash their potential” (Price,2019).

Organizational Behavior Concept at Atlassian

Culture of Innovation is the Organizational Behavior concept that is being applied in Atlassian. Atlassian started as a group project with two individuals and now it become one of the Forbes 100 best places to work for as they are following some principles and practices that keeps them moving ahead in this fast-paced competitive world. One of the best practices that they are following is “make your people geniuses” model that it is very important for any organization to sustain. According to Atlassian “Innovation needs to be part of the entire company’s culture – not concentrated in a single person, or tucked away in a dedicated room.” (Price,2019).

Teams across Atlassian follow some practice as part of structured innovation like 20% of time (1 day a week), Innovation week (1 week every 5) dedicated to do personal projects of their interests dropping down everything what actually they are doing to make something awesome that could get spun out as new features or products. The idea behind this structured innovation is that it adds small number of constraints that makes the individual more creative researchers also found that the individuals gets more creative when they are constrained “Necessity is the mother of innovation” (Price,2019). Every quarter at Atlassian they create a hackathon of 24-hour which they call as ShipIt through which it embodies our culture of innovation and puts weight behind a sacred company value: “Be the change you seek.” (Price,2015). In these ShipIt all level of individuals starting from last week hires to senior executives and CEOs will be a given a chance to work on new features, products or solving the previous problems. During ShipIt, individuals from all the departments including finance, legal, design and engineering form into teams to pitch in on the culture of innovation to put them forward. They pull long hours for the thrill of chasing an idea and collaborating with people around the globe that they don’t work with daily. Impact of Innovation at Atlassian: Jira Service desk is the one of the fastest growing products of Atlassian which is born out of ShipIt Innovation OB concept. Using these ShipIt innovative ideas Atlassian had developed solutions to lot of internal problems like converting all their networks to IPv6, fixing conference room chairs that wouldn’t lean back, a guide for making our in-product copy sound human and friendly (Garfield, 2015) which ultimately caused the organizational growth as the employees feel much satisfied with their jobs and are ready to contribute much more than what is required. Daniel Pink once while talking about the focus of autonomy has taken Atlassian as an example that it is giving the workers to develop whatever they want to which is unrelated to their daily work.

From the above examples it is clear that because of these structured innovations OB concept Atlassian become the global leader in the software industry developing the products and features that most of the companies are looking for. Lot of customers are moving towards Atlassian products because of their services, features development that are helping them to communicate among the teams across the globe. Below mentioned figure gives the reference related to increased customer satisfaction.

Innovation organizational behavior concept is being applied in my company also but not to the full extend it is still in process of discussion as it involves lot of factors to be taken into consideration but I am 100% sure going forward it will be implemented in a structured way so that the organization’s growth would be effected by it.

References

1. Price, D. (2019, April 7). What is a culture of innovation? Retrieved October 12, 2019, from https://www.atlassian.com/blog/inside-atlassian/how-to-build-culture-of-innovation-every-day.
2. Price, D. (2015, December 9). Atlassian’s ShipIt – the first and only hackathon for technical and non-technical teams. Retrieved October 12, 2019, from https://www.atlassian.com/blog/inside-atlassian/atlassians-shipit-hackathon-for-technical-and-non-technical-teams.
3. Annual Report 2019. (2019). Atlassian Annual Report. doi: 10.30875/a26cc32a-en Retrieved from https://s2.q4cdn.com/141359120/files/doc_financials/2019/TEAM-FY2019_Annual_Report.pdf
4. Using Atlassian tools for efficient requirements management: An industrial case study. (2017). 2017 Annual IEEE International Systems Conference (SysCon), Systems Conference (SysCon), 2017 Annual IEEE International, 1. https://doi.org/10.1109/SYSCON.2017.7934769
5. Garfield, D. (2015, November 23). Inside Atlassian: building a culture of innovation. Retrieved October 12, 2019, from https://www.atlassian.com/blog/inside-atlassian/how-atlassian-builds-innovation-culture.

Organizational behavior is the investigation of the manner in which individuals connect inside gatherings. Regularly this investigation is connected trying to make progressively productive business associations. The focal thought of the investigation of authoritative conduct is that a logical methodology can be connected to the administration of specialists. The achievement of anassociation is generally subject to compelling administration of its people. Conduct of individuals inside an association is represented by their thoughts, emotions and exercises.For compelling administration of individuals, it is Important to see their necessities. Be that as it may, since human conduct can contrast with every person, it turns out to be relatively difficult to accompany a special answer for the hierarchical issues. Hence, it is imperative to consider mental and social viewpoints to structure arrangements concentrated on comprehending authoritative issues. ´An organization in itself is composed of a group of people working individually or often within teams. The disposition of people towards each other in an organization remains the contributing factor towards shaping the organization. Organizational

Behavior is an interdisciplinary field, in that it draws greatly from other subjects such as psychology, sociology, anthropology, political science and economics, to mention a few. Organizational Behavior is a sociology as it is for the most part worried about individuals and behavior. It considers individual and gathering conduct and the elements that affect these practices. It is important to initially comprehend the conduct of individuals establishing the association so as to make sense of how these function. as a matter of first importance significance of organizational behavior lies in understanding human behavior. In spite of the fact that specialist introduction to work was observed to be instrumemtal and they turned out to be increasingly prosperous ,a noteworthy finding of the investigation was that there was no procedure of embourgeoisment regarding political behavior. why laborer may not be keen on augmenting their erning,Daniel (1969) contended that explanation of choise of occupation,

Behavior in a vocation, and leaving an occupation are likely to be different , that is ought not be accepted that orientation to work are genuinely steady after some time and in different contexts2. In the principal think about, a meta‐analytic survey of 33 considers that have analyzed the connections between social attractive quality reaction sets and authoritative behavior builds was led. The aftereffects of this investigation showed that social attractive quality, as customarily estimated in the writing, is fundamentally (albeit respectably) associated with a few generally utilized builds in hierarchical behavior explore. The outcomes from this examination demonstrated that despite the fact that some of the measures usually utilized in authoritative behavior explore are essentially connected with Paulhus’ (1989) impression the board measurement, the dominant part of these relationships are commonly little to direct in size, and controlling for socially attractive reacting had little effect on the idea of the connections revealed. if the management can translate appropriately the human needs inside an association, it can progress in the direction of satisfying those necessities and furthermore chalk out new plans and motivating forces to fulfill the workers and lift them. Furthermore, the administration needs to see additionally the purpose behind dangerous conduct inside associations and take measures to eliminate the causes. Finally in my prospective, Organization Behavior is a part and parcel for any business or service company.

References

1. Fiona M. Wilson,Oxford University Press, Organizational Behavior and Work, page 46, https://books.google.ee/books?hl=en&lr=&id=xz5MDwAAQBAJ&oi=fnd&pg=PP1&dq=Importance+of+Organizational+Behaviour&ots=wag0i9CO8W&sig=CKzPll1I__3n66O8dFsT3FPdg1M&redir_esc=y#v=onepage&q&f=false
2. Robert H. Moorman,Philip M. Podsakoff, organizational behavior research, The British physiological society, https://onlinelibrary.wiley.com/doi/abs/10.1111/j.2044-8325.1992.tb00490.x

Introduction

Organizations are the puzzling structures which depend on people, structures and technology to reap their goals and objectives. They are created to serve the desires of the societies or communities two in which they function and are influenced with the aid of each their internal surroundings and their external environment. It constitutes of two behavioral science subject and to borrow the core standards of social capabilities, mannerism, figurehead, and Canadian workforce.

Canadian Workforce

Canada, like all industrialized countries, is experiencing a burgeoning venerable population. National Government takes short attention towards the problem. Venerable people are given rare chances to join in practice. According to the Armstrong(2005),Elderly people are less active than venerable people mostly in three issues like adapting to the acceleration of the work and its environment. The team head should try the different patterns to build knowledge in the task. Team head must try different learning mechanisms which suits the employees. This helps managers and employees to have mutual perception and develop abilities. In most of the matters, less attention is given to the workers for proper practice. Besides proper data must be given to the managers in how to use the older workers in a proper manner for the development of work. Human Resources should fix some policies and protocols for both managers and workers for future good benefits. This helps to utilize both workers and management abilities equally without any error. So, some information plans should happen to have knowledge of how to utilize the intelligence of them.

Interpersonal Skills

Furthermore, Interpersonal skills are very important that every person should have these days to work in fast paced organizations. Interpersonal verbal exchange is necessary because it helps to communicate properly and interact with others efficaciously inside the workplace. Developing exact social conversation competencies approves a character to interact with others productively at one-of-a-kind levels. They are some tools human beings use to interact and talk with men and women in an organizational environment. Interpersonal competencies are developed with the interplay people have with family members, attending school, socializing with peer organizations etc. Piper (2017) states that, Good social skills can useful resource in the discount of stress, enhancing social standing, augmenting intimacy, resolving arguments, increases understanding and spreading of joy and properly cheer all around. These ought to be performed in both potentialities like oneself and others. The controlling style is sincerely an environment-friendly structure used in the hierarchy to have interaction with others at some stage in a disaster situation. Structuring style encourages humans to show their interest, categorical thoughts and create a healthy ecosystem and cooperative mindset. These capabilities help to get others activity and force them throughout the peak condition. This makes her or him an awesome leader and supervises the team to success.

Type A and Type B Personalities

Moreover, they are two types of mannerism type A and type B. In which type A is quite opposite from type B in both the aspects characteristics and behavior. Class A personality people are more determined, workaholics, managing and highly competitive whereas Class B people are emotional, less stressful, expressive and amiable. Type A holds further health culmination likes cardiac problems than type B because of stress. Type A is more flourishing than Type B people but when comes to the peak bit in output type B people act like type A people. In some positions type A rests like b Due to the Type A impatience in most of the incidents, they lose their social organizations and create problems by themselves. Species B is less competitive and less successful than Species A. Not only the Type A people but also the Type B are prosperous and receives the accomplishment in a diversified manner. According to Mahajan and Rastogi(2011), In Type A, people are challenging and have a contradictory mindset which leads to disappointment of life. Most of type B people are comfortable and enjoy their life due to their calm mindset furthermore less competing spirit.

Great Leader

Flexible verbal exchange is one of the key factors in social abilities that each individual need to have. That is how it defines you as special from others. Most of the extremely good leaders should have social communication capabilities because this is how you can say that you can be an excellent leader when you can modify yourself to talk at the pace of your colleagues. This offers you a very good impact on you towards your personal or friends. A fantastic chief inevitably holds some amount of power. This strength ought to in no way be coercive however as an alternative must inspire followers to step up and be leaders themselves. A grasp ought to provide assist and training to make that possible. A figurehead has to be so decided to acquire their goal, something it may additionally be, that they will stop at nothing to make it happen. Ford(2013) sates that, A supreme is always inclined to go the extra mile to do something first-rate and they inspire others to do the same. A figurehead cares and is constantly emotionally involved. They put them all into a venture or cause no relies on how lots time or effort it takes. They take responsibility for attaining their goal, till the end. They also take duty for their actions and accept any repercussions their movements may cause. When boundaries get in the way of, in reality, amazing leaders objective, they reply with more innovative ways to solve the trouble or attain their goal. They don’t consider giving up. However, a virtually super leader doesn’t do this on their own they motivate others to get worried about the process. They promote creativity and are given new thoughts with open fingers because a super leader realizes the significance of thoughts from a numerous population. They understand how fundamental it is for their followers to sense some accountability towards the reason and to sense that they have some say in the outcome. This is how an amazing chief feature and holds on to followers by way of consisting of and welcoming absolutely everyone (and their input) to the cause (Hulme,2006).

Conclusion

In conclusion, mannerism means a different type of mentalities and how do they behave. Social abilities mean talent to do something and these abilities makes a person a good leader. In the Canadian workforce, good consideration should be given to elderly people and utilize their power. These all combined together to have the best behavior to a person and will lead a great success in his field of organization.

References

1. Armstrong-Stassen, M., & Templer, A. (2005). Adapting training for older employees: The Canadian response to an aging workforce. Journal of Management Development, 24(1), 57–67.
2. Ford, A. (2013). What Makes a Good Leader? COAHPERD Journal, 38(1), 1.
3. Hulme, V. A. (2006). What Makes a Good Leader? China Business Review, 33(2), 24–25.
4. Mahajan, E., & Rastogi, R. (2011). Psychological Wellbeing of Students with Type A and Type B Personalities. IUP Journal of Organizational Behavior, 10(1), 57–74.
5. Piper, A. (2017). The Dynamics of Interpersonal Behavior. Internal Auditor, 74(3), 50–55.

Organizational effectiveness is considered the “ultimate dependent variable” in organizational behavior. It is the outcome that most OB theories are ultimately trying to achieve. There are many lessons and theories of Organizational Behavior that help to explain the problems and situations in my former workplace and help to instill organizational effectiveness. My former workplace is a small, local business in the Corpus Christi community. Some of these lessons from the textbook include organizational culture, equity theory, motivation and morale, organizational commitment, organization politics, job design, and stressors. These lessons can also provide in depth-application and guide management at the local store to improve the work situation. With such applications, there will be expected successful outcomes for the business.

The majority of the issues in the small business I worked for revolved around organizational politics when employees have self-serving behaviors at the expense of other people and the organization. These tactics are selfish and counterproductive. This was extremely frequent at my workplace with employees lying about being sick to get the day off, employees causing drama and being standoffish with other employees, or complaining about the job. It was evident that the employees who experienced organizational politics had my workplace had lower job satisfaction, organizational commitment, organizational citizenship, and task performance as well as higher levels of work-related stress and motivation to leave the organization. This was caused by the owner’s lack of resources and overworking employees because of not hiring more staff to help with the load.

Another conflict in the workplace was equity sensitivity relating to the equity theory, how strongly one feels about outcome/input ratios when compared with others. There were employees in my workplace that felt like they did more work than another employee but did not get paid as much or compensated fairly for their input. This made them very dissatisfied decreasing their work ethic and eventually helped cause them to leave the business.

An additional problem that helped to create organizational politics and issues was the lack of job satisfaction with many of the employees. Job satisfaction is an appraisal of perceived job characteristics, work environment, and emotional experiences at work. This lack of job satisfaction led to decreased work ethics and performance as well as lower customer satisfaction. When there was discontentment in the workplace due to lack of job satisfaction, employee behavior and attitude were reflected back to the customers. The small business received complaints about employees during this time period. Job satisfaction affected many of the individual behaviors such as task performance, absenteeism, organizational citizenship, and morale. I myself as well as my peers became dissatisfied with the small business, as I learned there are four ways that employees respond to dissatisfaction. People either leave the organization or attempt to change, rather than escape from the situation or neglect the dissatisfaction. Employees who are more loyal like me in the small business tried to change the situation. Employees less loyal left their job immediately.

A very common issue in retail that occurred in the small business was high stress among several employees. Physical consequences such as moodiness, depression, and lower organizational commitment occurred as well as lower job performance, poor decision making. I and a few other employees were stressed in the workplace due to lower pay and few promotions, lack of health benefits, lack of time off, and high workload especially during holidays, and lack of task control. With these stressors, we experienced job burnout with exhaustion, cynicism, and emotional detachment from clients.

The lessons from organizational behavior that helped to explain what the issues were in the small business also correlate to lessons learned that can provide in depth-application and guide management at the local store to improve the work situation. A large part of organizational effectiveness includes having a strong organizational culture. It is evident this has been lost in my former workplace. Organizational culture consists of shared values and assumptions. Shared values are conscious beliefs in the business that help an employee evaluate what is right or wrong, good or bad. It is an important tool that shapes what happens in the workplace. Certain values that my former workplace should support include excellent customer service, having fun, growth, and learning, and being humble. Change of this business’s culture starts with the owner and the manager. They must find ways to introduce culturally consistent rewards and recognition, support stability and communication, and continue to attract, select and retain people with values consistent with the organization’s character. The expected outcome with these applications would improve the effectiveness and profitability of the small business. Specifically instilling an organizational culture will improve performance, bond employees, together and help them make sense of the workplace. An adaptive culture will support ongoing change in the organization and employees’ roles.

The owners and managers of the small business are victims of their own problem framing due to existing mental models. They have implicit favorite decisions that become the preferred and only alternative that is used to solve an issue. It has become outdated and ineffective as the business grows and employees change. There are three main strategies of job design that can increase the motivational potential of jobs. Job rotation, job enlargement, and job enrichment. The owner of the small business should instill job rotation to support multi-skills, create a flexible workforce, and reduce boredom in jobs. Job enlargement adds tasks to an existing job, increasing skill variety because there are more tasks to perform, improving work efficiency and flexibility. Job enrichment would give employees more responsibility for scheduling, coordinating, and planning their own work. As an expected outcome, this bit of autonomy in the workplace would increase job satisfaction and motivation in the workplace.

To remove stressors in the workplace the owner and managers at the small business I worked for should assign employees to jobs that match their skills and preferences, have a complaint system, taking corrective action against harassment, and give employees more control over the work process. Facilitating a better work-life balance is the most important stress relievers involved with work. The owner of the small business should initiate flexible and limited work time, job sharing, telecommuting in jobs that are capable of this, personal leave, and possibly child care support. It was extremely difficult and depressing for me to work at that job with my family living in a different state. I was unable to get time off between the months of October through April for any reason to see my family. This made my personal life and emotional stability difficult to manage with work and is one of the main reasons I left the small business. As an expected outcome, transforming the business to remove these stressors would help increase motivation and job satisfaction making the workplace more effective and causing the business to be more profitable.

An effective way to motivate employees is through goal setting, which is the process of motivating employees and clarifying their role perceptions by establishing performance objectives. The manager of the business I worked for should create specific goals and clarify performance expectations, so employees can direct their effort more efficiently and reliably. Goals should be measured and achievable as well as relevant. The manager should specify when the objective should be completed. Challenging goals are more exciting and get employees committed to them. Reviewing goal progress and accomplishment help employees redirect their effort and provide a source of recognition that fulfills growth needs. Instilling these goal-setting processes in the workplace will provide the expected outcome of improving employee performance in two ways. It will amplify the intensity and persistence of effort and give employees clear role perceptions so that their effort is channeled toward behavior that will improve their work performance.

To reduce equity sensitivity in the workplace it is important for leaders to know their employees well enough to minimize the risk of equity feelings. Open communication is important for employees to let decision-makers know when they feel decisions are unfair. The manager should also try to instill distributive justice over procedural justice, not only equity in the distribution of resources but also fairness in the process of making resource allocation decisions. Certain actions can be taken to try to reduce inequity tension such as changing employees’ inputs and outcomes. Changing other employee’s inputs and outcomes. Changing employee’s perceptions and comparison with another employee or leaving the field altogether. The expected outcome of management awareness and actions to reduce equity sensitivity will result in increased job satisfaction and employee engagement overall increasing productivity and profitability.

Organizational politics, equity sensitivity, lack of job satisfaction and lack of motivation, stressors in the workplace are lessons learned from Organizational behavior that helped to explain the problems of my former workplace. These issues caused major job dissatisfaction and caused many people to leave the small business. The local store needs to learn how to work more effectively. A large part of organizational effectiveness includes having a strong organizational culture. The owner and manager must instill core values and job design strategies such as job rotation, job enlargement, and job enrichment. The owner must work to help remove stressors in the workplace by facilitating better work-life balance. The manager should learn to motivate employees with goal setting and reduce equity sensitivity with distributive justice and open communication. If the small business considers putting into action these lessons learned from organizational behavior and theory the expected outcomes in my former workplace should result in higher job satisfaction and motivation for the employees currently working with the small business. And consequently have a fun working environment that produces productivity and efficiency leading to increased profitability.

INTRODUCTION

Organizational behavior (OB) is the study of what people think, feel and do in and around organizations. Organizations are groups of people who work interdependently toward some purpose. Although OB doesn’t have a specific career path, it offers knowledge and skills that are vitally important to anyone who works in organizations. OB knowledge also has a significant effect on the success of organizations. This book takes the view that OB is for everyone, not just a managers.

Organizational effectiveness is a multidimensional concept represented by four perspectives: the open-systems, organizational learning, high-performance work practices and stakeholder perspectives. The open-systems perspective says that organizations need to adapt to their external environment and configure their internal subsystems to maximize efficiency and responsiveness. For the most part, the other perspectives of organizational effectiveness are detailed extensions of the open-systems model. The organizational learning perspective states that organizational effectiveness depends on the organization’s capacity to acquire, share, use and store valuable knowledge. Intellectual capital is knowledge that resides in an organization, including its human capital, structural capital and relationship capital. Effective organizations also ‘unlearn’, meaning that they remove knowledge that no longer adds value.

DISCRIMINATION

Definition of Discriminations

Discriminations is treatment or consideration of and making judgments about individuals based on stereotypes regarding their demographic group. These include ethnicity, family status, nationality, race, and religion. Discrimination consists of treatment of an individual or group, based on their actual or perceived membership in a certain group or social category.

Types of Discrimination

• Sexual Harassment. Sexual harassment is unwanted sexual advances and other verbal or physical conduct of a sexual nature that create a hostile. Sexual harassment includes a range of actions from mild transgressions to sexual abuse or assault. Harassment can occur in many different social settings such as the workplace, the home and school.
• Exclusion. Exclusion of certain people from job opportunities, social event, discussions or informal mentoring occur unintentionally. It continues to cause individuals and families emotional trauma and stress. In fact the notion of feeling deliberately excluded causes the same pain as being labelled falsely or beaten.
• Mockery or Insults. Jokes or negative stereotypes, sometimes the result of jokes taken too far.
• Incivility. Disrespectful treatment, including behaving in an aggressive manner, or ignoring his or her opinion.

Ways to Prevent Discriminations

• Educate all workers about discrimination.
• Encourage workers to respect each other’s differences.
• Respond to any evidence or complaints of inappropriate behavior.
• Deal with any complaints of discrimination promptly and confidentially.
• Develop a workplace policy that prohibits discrimination.

Effects of Discrimination

Decrease Employee Productivity

Employee will feels helpless and anxiety-ridden, and may suddenly lack interest in job responsibilities or career advancement and employee might stop contributing ideas. Discrimination results in absenteeism and lack of motivation to complete assignments on deadline.

High Turnover

Employees who feel they aren’t being treated fairly are likely to leave a company. If the discrimination is widespread throughout the organization, they may start seeking other opportunities immediately, creating a dynamic where employees come and go so frequently.

Low Morale

Discriminatory behavior gradually erodes the workplace environment, creating an atmosphere where employees feel undervalued. This happen when employees feel they are unfairly punished or given more difficult assignments or working conditions than other employees. Communication will also suffer, both among co-workers and between employees and management.

VALUES, ATTITUTED AND JOB SATISFACTION

Definition of Values

Values is contains judgmental element because they carry an individual’s idea about what is right, good or desirable. Generally, value has been taken to mean moral ideas, general conceptions or orientations towards the world or sometimes simply interest, attitudes, preferences, needs, sentiments and dispositions.

Types of Values

• Terminal values. Desirable and-states of existence, the goals that a person would like to achieve during his or her lifetime.
• Instrumental values. Preferable modes of behavior or means of achieving one’s of terminal values.

The Characteristic of Values

• These can provide standards of competence and morality.
• These can go beyond specific situations or persons.
• Personal values can be influenced by culture, tradition, and a combination of internal and external factors.
• Values can different from culture to culture and person to person.
• They have a great role to play in the conduct of social life. They help in creating norms to guide day to day behavior.

Importance of values

• Provide understanding of the attitudes, motivation, and behaviors of individuals and cultures.
• Influence our perception of the world around us.
• Represent interpretations of “right” and “wrong”.
• Imply that some behavior or outcomes are preferred over others.

Sources of Values

• Family. Family is a great sources of values. A child learns his first values from his family
• Friends and peers. Friends and peers play a vital role in achieving values.
• Community or society. As a part of society, a person learns values from society or different group of the society.

Five Core Values for the Workplace

1. Integrity. A personal quality of fairness. It is particularly easy for business people to lie.
2. Accountability. The willingness to take responsibility for one’s own actions.
3. Diligence. Here are scores of individuals who equate diligence with drudgery.
4. Perseverance. Presupposes confidence and determination.
5. Discipline. Discipline is passion to make things simple, we err and also to make them easy.

PERSONALITY AND EMOTIONS

Definition of Emotions and Moods

Emotion is defined as a short, intense feeling due to some of the events whereas the mood is a feeling of submission less emotionally than emotionally and there is no contextual stimulus. Not everyone responds to the same situation in the same way. For example, how to talk to a manager can cause a person to feel motivated, others feel angry, and the third is sad. It can affect whether one accepts advice, whether they stop working, and how they perform individually or in teams. Therefore, there are many sources that can cause emotions and moods. Among them are personality, sex, age, exercise, social activities, sleep, stress, weather and day of the week.

Sources of Emotions and Moods

• Personality. Built in tendencies to experience certain moods and emotions more frequently. Affect intensity difference in strength to experience emotions.
• Age. Early age is with good moods wrong People learn to improve emotional experience with age and have fewer negative emotions as they get older.
• Sex. Women tend to be more emotionally expressive, feel emotions more intensely, have longer lasting moods, and express emotions more frequently than men.
• Exercise. Enhances positive moods is not much strong do not expect miracles.
• Social activities. Type of activity physical, informal, epicurean (eating with others) create more positive affect than attending meetings and sedentary (TV watching).
• Sleep. Less and poor quality puts in bad mood and impairs decision making and control on emotions.
• Stress. Mounting level of stress worsen our moods. Stress takes toll on our moods.
• Weather. People are of the opinion that their moods are good or bad due to weather conditions but research has not such evidence.
• Day of the week. Day later in week or near to week end are felt with good emotions and moods. Early time of the day is felt with bad moods.

PERCEPTION

Definition of Perception

Perception is the organization, identification and interpretation of sensory information in order to represent and understand the presented information, or the environment. Perception also a process which interpret their sensory impressions in order to give meaning to their environment.

Factors That Influence Perception

• The perceiver

  i. Attitudes

  ii. Motives

  iii. Interests

• The situation

  i. Time

  ii. Work setting

  iii. Social setting

• The target

  i. Motion

  ii. Background

  iii. Similarity

Types of Perception

Physiology. A person’s physiology is one of the factors that affect how they perceive messages and includes aspects like age, gender and physical characteristics. Children perceive messages differently from teenagers who view things differently from adults. The way an individual once perceived messages as a child will change as they grow older. Whether a person identifies as male or female will also factor into the way they perceive messages.

Past experiences. A person’s past experience plays a big role in shaping their perception of communication. This is vital to understand in a business environment because it will affect whether or not your customers want to buy from you. Past experiences can include anything from someone’s childhood to something they did last week.

Culture. A difference in perception can also be due to a person’s culture. People from the same nation, social group or geographical group often share the same social customs and values. This plays a major role in communication and business, especially when business is being conducted across cultures.

Present feelings. The way people perceive communication often causes biases. In the Halo Effect, people see a positive trait about one person or entity and attach it to others. Perception is the process by which people select, organize and interpret information, but it also includes inherent biases. In order to effectively communicate with their customers, partners and employees, it’s important for small businesses to be aware of how others may perceive their messages

Shortcuts in Judging

• Halo Effects. The halo effect is a type of immediate judgment discrepancy, or cognitive bias, where a person making an initial assessment of another person, place, or thing will assume ambiguous information or drawing a general impression about an individual on the basis of a single characteristic.
• Contrast Effects. Evaluation of a person’s characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.

CONCLUSION

My group assignment have learned in the subject of organizational behavior on how to manage a variety of activities while working with different environments. This can make one more professional in the face of daily calm tasks while working. The employee can motivate himself and his colleagues to be more enthusiastic and bring a comfortable when working. Encouragement and support to employees are also able to make employees more motivated to do the job with the best employees and best to be rewarded like awards, promotions or cash. Employee welfare should also be made to ensure that employees are happy to serve the company in the long term.

Knowing which techniques to use in a particular situation is a skill that takes time to develop, but it is important to know that even less than successful change implementations often result in enhanced skill development for would be change agents. Each of the systems has advantages and disadvantages, and each has instances in which it is the most appropriate.