Management and Organizational Behavior

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Introduction

Management of any organization commences with good planning leading to adoption and articulation of workable processes which ultimately lead to achievement of the set objectives. Organizational behaviour could be defined as the study and use of information associated with peoples behaviours at workplaces. Normally it focuses on certain features which include; individual, group, structure, technology and environment features (Hackman and Oldham, 1975).

Main features of Organizational behaviour

Organization is made up of individual employees forming the core of its functioning processes. Employees normally focus on excellent working for the purposes of satisfying specific needs, egos as well as gaining experience (Davis, 1967). The various needs surrounding each employee’s, physical, psychological or social are normally fulfilled or rather satisfied by involving his/her own traits and experiences.

Several factors such psycho-social and economic also determine people’s behaviour at workplaces. Efficiency and effectiveness of individuals within work places could be improved through the application of above mentioned factors (Newstrom and Davis, 1993).

The second feature is the group behaviour which culminates from individual behaviours. Overall performance of a group is normally found to be more effective compared to individual performances.

Groups can always be converted to productive teams whenever provided with appropriate instruments and leadership. Groups are known to have the ability to synergise and synthesize vast information as opposed to energy and mentality of an individual.

Structural relations within organizations play big roles in modifying employees’ behaviours at work place. Out of the structural relationships several domains and norms are created which includes formalised policies, procedures, organizational culture, responsibilities as well as hierarchical authority.

Organizations normally operate on both formal and informal structures which all contribute towards effectiveness and efficiencies of the organization. At the same time organizational goals are set based on principled structures which ultimately determine the structural behaviour of individuals and groups within the work place (Knoster et al, 2000, 93-128).

Then there is technology, which ensures that better work is produced since it provides base for application of necessary technical skills incorporating specialized knowledge. Technical skills ensure individual satisfaction at work places since it helps in developing and reinforcing human and conceptual skills. Environment as a feature has got ways of influencing people’s behaviour at work.

This is connected to stipulated beliefs from religious, family and social background. Government policies, economic conditions as well as numerous external factors have the capability of strongly influencing individual behaviour at work place (Yukl and Van Fleet, 1992).

Challenges and opportunities that leadership and motivation has towards organization management

The nature of leadership always determines the level of job satisfaction amongst employees hence act as one of the motivating factors. Leaders have responsibility of leading their team of workers towards levels of immense confidence through wisdom and experience. Actual leadership is concerned with granting guidance and necessary direction while potential leadership emanates from experience or rather could be referred to as in-born.

The process of creating change amongst followers at times becomes very competitive, this is since the leader is required to draw followers amongst fraction of other leaders at various capacities. Leadership is however revealed through demonstrated skill and character and also many organizations identifies and promotes leadership potential amongst young generation in preparation for future succession.

Generic approach can always be used to evaluate the quality approach of leadership. In situations where leadership is obtained through blood relations an individual does not necessarily need qualities of leadership to become a leader. But it is possible for he/she to arise to the position of influence through stature, good example is the ruling system in monarchy governments such as the United Arab Emirates, The United Kingdom and The Kingdom of Saudi Arabia. The rule of power as head of state is passed down through lineage from one generation to another.

Some leadership qualities are believed to be inborn a good example of a leader who manifested the trait theory is Fidel Castro, who was born in a fairly middle class family. He grew up in an upscale society but soon became aware of the disparity between the rich and the poor. This impelled him to work zealously with the poor within the society in mind.

Castro demonstrated some important leadership traits from early childhood such as determination and a great level of self-confidence. He had an enormous drive, developed an imposing posture, and displayed resilience character whenever his missions failed.

History records that he never gave up and always tried until he succeeded in all his pursuits, he was always capable of creating and implementing different strategies ensuring achievement in every sphere of life. The political approach he used in overthrowing the then Batista regime was empathetic approach towards the downtrodden and soon made him an icon in his country (Koch, C. 2006).

Chief Executive Officers from various organizations normally achieve less performance levels in the cases where they are subjected under the authority of powerful board of directors. Organization principles based on effective leadership enables successful execution of organization’s goals.

This ensures elimination of obvious confusions and conflicts within the organization. New leadership within environments where external influences are strong, tend to raise performance levels since there is fear of authority and also reinforcement of human relations.

Leadership plays a big role in determining levels of efficiency within organizations as well as the level of trust and reliability. The efficiency could be determined by the level of control over the organization’s finances which to a broader sense entails costs incurred on production processes in comparison to other subjects within the same industry.

Leadership also determines the extent to which available resources are put into use with minimal waste possible and in consideration of environmental hazards. Quality leadership leads to appropriate innovative change which ultimately determines the level of preparedness of the organization towards volatility and uncertainties caused by external forces (Osborne, 2010, pp 369-370).

The influence provided by external forces like being under control of powerful board of directors’ limits the level of performance expected from leaders especially Chief Executive Officers. This is because the board of directors always have powers to take control of organization activities at any given time.

Such actions have the capability of distorting to the smooth flow of organization prevailing culture; this presents potential restraint towards potential changes which could have otherwise been created since there is sense of disrespect to organizations power flow at junior levels. Such action normally creates intense bureaucracy within organizations leading to abrasion between CEOs and junior employees.

Employees react by showing much resistance since they feel threatened in terms of status, dignity and integrity. External influences on leadership further incorporate products and services demanded within the market place, it is normally reinforced by market forces within the industry (Hughes and Curphy, 1996).

Discrete nature of a leader could be of big influence in the process of effecting required changes within structure and operations of the company. Such qualities encourages implementation of appropriate measures necessary to counter any form of crisis whether from within or without. Leaders possessing such kind of quality always have easy time in merging policies and process actions for better adaptation to harsh seasons and environments (Kirkpatrick and Locke, 1991).

Good example is in periods of economic recession or downturn. Leadership actions in such times especially based on organization’s strategies might help in solving conflicts hence reducing the number of potential factors which could lead the organization towards incurring losses.

The nature of influence exerted by the leader, either in terms of integrity determines the kind of responses from employees towards forces of change as well as stability within organization circles. The kind of leadership skills portrayed by company CEOs usually determines the extent to which an organization survives both smooth and hard times (Osborne, 2010, pp 353-383).

Executive leadership has got the capability of influencing organization’s strategies. They determine what is applicable and that which is not, based on their evaluation of different industry norms and domains of operation. This ensures maintenance of high level of effectiveness as well as granting good relations between the organization and other similar competitors within the same industry of operation.

Good leaders mould their employees within teams capable of transacting important organization issues even in their absence. Capable teams usually comprises of people with diverse technical abilities and skills which should always be utilized.

An organization with such kind of leadership enables easy transition and continuity. It is always necessary for a leader to consider diverse opinion and interests from executive teams since this would help in making informed decisions and also eliminate dictatorship. This also helps during implementation process since there is trust positive perception from the junior employees (Mann, 1959).

Complex processes are easily run as well as reaching higher targets once organization leadership recognize and appreciates diverse skills present amongst their employees. Work load is often reduced in such like circumstances since most of the responsibilities are shared (Osborne, 2010, pp 366-368).

Organization leadership is often faced with the challenge on issues concerning power struggle amongst individuals based on differed opinion and policies. However, there are departments set within the organizations dealing with such like issues.

Theories surrounding leadership such as strategic contingency theory explains the idea on natural selection, whereby the highly qualified with good academic credential are always endowed with the responsibility of making crucial decisions within organizations (Zaccaro and Kenny, 1991).

Conclusion

Various leadership skills are all valued since they ensure good behaviours hence smooth running of organizational activities. The kind of behaviour prevalent within workplace determines the level of productivity and capability of implementing various kinds of change. Performance determinants are largely influenced by organizational goals and prevailing environment.

The ability of a leader to negotiate, communicates, influence, and persuade others towards performance is absolutely indispensable within the market place. The most effective leaders in every area are those who can quite competently organize the cooperation and assistance of other people toward the accomplishment of important goals and objectives.

Reference List

Davis, K. 1967. Human relations at work: The dynamics of organizational behaviour. (9th Ed). New York: McGraw-Hill

Hackman, J. R. & Oldham, G. R. 1975. Development of the Job Diagnostic Survey. Journal of Applied Psychology, (60), pp. 159-70.

Hughes, R. L. & Curphy, G. J.1996. Leadership. Boston: Irwin McGraw Hill.

Kirkpatrick, S. A. & Locke, E. A. 1991. Leadership: Do traits matter? Academy of Management Executive, (5), pp. 48–60.

Knoster, T., Villa, R., & Thousand, J. 2000. A framework for thinking about systems

Change. In R. Villa & J. Thousand (Eds.), Restructuring for caring and effective education: Piecing the puzzle together (pp. 93-128). Baltimore: Paul H. Brookes Publishing Co.

Koch, C. 2006. The New Science of Change. CIO Magazine, (9), pp. 54-56

Newstrom, J. W. & Davis, K. 1993. Organizational Behavior: Human Behavior at Work. New York: McGraw-Hill.

Mann, R. D.1959. A review of the relationships between personality and Performance in small groups. Psychological Bulletin, (56), pp. 241–270.

Osborne, S. R. 2010. Strategic Leadership by Executives. Leadership theory Journal, (1), pp 353-381

Stogdill, R. M.1974. Handbook of Leadership. New York: Free Press.

Yukl, G. & Van Fleet, D. D.1992. Theory and research on leadership in Organizations. Handbook of industrial and organizational psychology, (3), pp. 147–197

Zaccaro, J., & Kenny, D. A. 1991. Self Monitoring and Trait based Variance in leadership: An investigation of leader flexibility across multiple group situations. Journal of Applied Psychology, (76), pp. 308–315.

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