Organizational Behaviour Analysis

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Organizational Behaviour Analysis

According Bauer and Erdogan (2012) every manager in an organization agrees that Organizational Behavior Analysis is a fundamental component of management. Successful managers take up their management roles by understanding how different aspects of an organization help in successful management. The most helpful aspects of management include understanding types of culture, techniques of motivation, authority, modes of communication, emotional intelligence, and virtual elements that affect the psychological aspect of the employees. Successful management uses Organizational Behavior analysis to get informed and make conclusions based on employees’ interactions with one another in the different departments of the organization. 

Fisher, Piazza and Roane (2011) illustrated that analysis helps managers to effectively implement goals that are in line with the organization’s vision. Also, organizational Behavior Analysis helps Managers to review the progress as they update organization’s vision based on how employees behave in the workplace. The managers should be keen to note the major aspects in organizational behavior analysis. With this understanding, managers can draw conclusions and make informed decisions to uphold the vision of the organization.  This analysis is often conducted on both individuals and groups of employees. When an analysis is done on an individual, it seeks to show the individual’s perceptive, creativity and productivity, motivation levels, teamwork, cognitive ability and personality of the individual. 

Individuals in a group seeks to reveal their leadership qualities, networking, communication with colleagues, cohesion in the group, effect of power and conflict among others (Miner, 2001). Through understanding an individual employee, the manager will set goals in a way that improves effectiveness and productivity of the employees. This analysis assists the human resource department in selecting, hiring and training employees as per the set goals and visions of the organization. 

1.    Influence of Culture on Organizational Behavior

According to Rollinson (2008) in all organizations, there are a set of rules and principles which are adopted by the organization to help in achieving goals and visions. These set of rules are the culture of an organization. These cultures are divided into pluralism, dualism or salad bowl.  Pluralism is where an organization is set in a way that the organization tolerates religious, racial and national diversity of the employees. Successful management will set and advocate for organizational culture favoring any employee. Conducting organizational behavior analysis by the management will help to understand how cultural interactions among employees affect the organization. When an employer embraces cultural diversity, they conduct recruitment processes which sought to maintain the organization’s goal. Through embracing cultural diversity, there are positive benefits of people being organized and responsible.

A factor that shapes one’s identity is considered as influence to one’s culture. Every culture has its set of social behavioral patterns as it tends to become more aware of an organization’s culture in comparison to other organizations. Maybe the first organization one works in had employees dressing formally (Rollinson, 2008). 

Help Sciences (2016) illustrates that in some organizations, it is considered inappropriate to question one’s boss in a meeting. It is usually considered important to check your e-mail before facing questions on Monday about where you were and cause of your illness. Contrast such an organization, one may find employees dressing more casually. During meetings, you get encouraged to raise issues even asking questions to one’s boss or peers, even in front of clients. The important issue is solving problems not to maintain impressions. Additionally, in some organizations no one is expected to do work at night or on the weekends unless there is a deadline while there are other organizations that must do so. These two hypothetical examples of organizations shows there are different cultures in organizations thus culture dictates an organization’s right or acceptable behavior and wrong and unacceptable behavior.

2.    Modes of communication

According to Help Sciences (2016) communication facilitates coordination, transmission of information, and sharing emotions and feelings in an organization. The coordination of efforts within a company ensures people work toward similar goals. Information transmission is a vital part of communication. In the workplace employees bond through sharing emotions and feelings and this unites them during celebration and crisis. Effective communication helps in understanding issues as one builds rapport with coworkers to achieve consensus. Communication is effectively achieved through understanding the communication process. Communication at an organization is used to inform employees about the vision of the organization so that they undertake it effectively. Through ensuring that there are no barriers to communication an organization has no hurdles to halt communication. A company makes the working environment conducive to communicate even though there must be some formal restrictions on employees regarding any communication for work purposes or even for leisure.

According Research Matic (2016) this kind of restriction ensures that power is not misused and employees are comfortable with each other. The main form of communication is verbal communication, which is passing information by word of mouth. There is also written communication which is important too because all organization’s information is shared during intranet communication networks within the organization. Both forms of communication are used depending on the situation and effectiveness to work in the organization.  The shorter the chain of command the more effective communication becomes with both, bottom-up and top-down communication being done as per the situation’s need and demand. 

UK Essays (2016) illustrates that where  there is a shorter chain of command the CEO and an intern might be seated together which will fosters working together. This nature of authority allows for a higher learning quotient and floatation of ideas in the organization. Employees are provided with potential ways to improve performance and through achieving the required goal one is appreciated which boosts their morale. Verbal communication is facilitated when it is easy to talk to a colleague about work related issues. Communication technology is considered an important element that helps an organization to know the strategy it should use to market their goods and services. Delivering quality to the customers for customer satisfaction has aided the advancements in communication technologies. Use of this technology ensures that you reach your customers anywhere and help solve their problems in real-time. These are cultural norms and individual human experience. 

3.    Nature of Authority

UK Essays (2016) also shows that formal authority is most important in an organization. The formal authority has communication channels control and is segregated at the different level used in ranking. In moving up the authority rank, one needs time although exceptions are there when employees move very fast up the managerial success ladder. At the highest authority levels, one makes decisions beyond a higher level after one has earned the trust of the management. One is granted this authority as an expert authority, not a formal authority because they know a lot about subject hence becoming leaders and expertise in the organization. 

Ashkanasy, N. (2002) demonstrated that in some cases, there is a flat organizational structure whereby the nature of authority in the organization is also aligned with a flat organization. Employees get empowered to having the real authority of doing work the way they want thus ensuring one becomes responsible and accountable for their work. Decision making is allowed and taking up challenges does not get monotonous for them as they get rewarded for their good perform. In so doing one explores new horizons for knowledge and wisdom as they polish their skills. Some authority natures advocate the building of trust within the employees and make them confident towards experiencing their worth and value. 

According Cherniss (2010) when employees feel important in an organization, they automatically get motivated to work towards achieving company’s objectives. Employees end up being increasingly confident, decisive and ready to accept challenges. Workers at such levels gain a humility attitude and loyalty to the organization. The authority given to them helps in realizing their significance in the organization thus adding a sense of leadership amongst the employees. The workers get to know how to deal with adversities in the most efficient manner as they create the company’s value. By dealing with adversities one also gains reasons for stronger communication amongst employees. They are taught to work individually and in teams towards the betterment of the company. For instance, workers from different departments get assigned to work on a specific project so that they can communicate and share their ideas and expertise amongst themselves to create better outputs.

4.    Motivational techniques

According to Burnes ,et al (2004) most organizations are geared towards their employees being motivated and loyal. Where an employee feels appreciated, they rarely leave the company and are happy working for the company or organization. The loyalty to a company comes about when an employee appreciates the company for creating a conducive environment for its employees to work. All companies use several motivational techniques that are at the core of the system. An organization may use the extrinsic type of motivation which involves the tangible facilities and monetary items to provide physical benefit to employees. Using such a motivational type of system is a very strong component because employees get numerous benefits from the firm. However, the extrinsic motivation is not always enough, and this is where the intrinsic system is used. It is equally important to provide intrinsic motivation as a driving force for the company’s success and good performance of the employees. This intrinsic way that the company uses to motivate its employees internally may include giving challenges to employees, delegating work, giving employees responsibilities and recognizing their work. This system of motivation correctly shows of an organization where employees are empowered enough to take the decision themselves.

Basic motivation theories get developed to explain motivated behavior in an attempt to satisfy needs of employees. Based on this approach, managers benefit from understanding needs of employees through the employees’ actions and thus get to know how to manage the employees. Other theories explain motivated behavior as using the cognitive processes to know employees in an organization. Employees respond differently to unfairness in a workplace, they learn from their actions and then use the positive behaviors that lead to required results. Motivation helps employees to exert effort for them to works towards the desired outcomes and rewards. All these theories are never complete on their own, for each theory provides a framework to analyze, interpret, and manage behavior of employees in the workplace. Stress of employees in the workplace is a major concern to organizations. Being exhausted is an outcome of prolonged stress. To lessen negative health and work outcomes associated with stress, individuals and organizations work towards understanding one’s emotions for them to help individuals manage them with ease. Emotional intelligence helps in coping with the job’s emotional demands (Burnes ,et al 2004).

5.    Influence of emotional quotient on organizational behavior

General Knowledge Today (2016) illustrates that in many organizations, emotional quotient does dictate organizational behavior. Emotional quotient or intelligence is the ability to control one’s emotions. Managers usually monitor the employees’ emotions for them to know if they have lost motivation to work. This objective is achieved through encouraging employees to use motivational phrases that are related to the work ethics. Some organizations encourage their employees to read motional books so as to motivate themselves. There are also some organizations that go to the extent of providing motivation material to the employees thus making an employee feel appreciated .By providing such kind of motivation, an organization analyzes the emotional quotient of employees as this helps the organization gets to know the productive capacity of their employees. The company also understands the right motivational technique to use in solving problems.

According Cherniss (2001) sometimes an organization will hire new employees to take over responsibilities so as to maintain progress. This kind of strategy involves official hierarchy playing a major role in organizational behavior; all the employees from higher to lower level are connected. Top-level management should always ensure that the employee should see that the employers are striving to have a better future for customers as well as for them. For this, work behaviors are improved constantly by using self-assessments surveys and other data-gathering tools to help an organization in knowing more about how work is done by employees. This system is characterized by dispersed decision- making which allows people directly get involved with the job to make their decisions. 

Hambley, O’Neill, and  Kline (2007)  demonstrated that the characteristics of a flexible authority include establishing an informal relationship, constructive criticism of ideas among members with very few written rules and regulations to avoid negative emotional conflict and reactions towards others. This practice in organizational behavior tends to create more emotional stability and be more general in their orientation. No working environment exists independently for it is a part of very large chain system. It influences the attitudes of people, affects working conditions, and provides competition for resources and power. Effectively managing these situations requires highly stable mind, constant and close vigilance, adaptability to changes, and managing problematical situations through good decisions making. Those organizations which have emotional intelligence as a part of their training program can manage their external environment more effectively than those that are materialistic.

It helps people grow in self-control and responsibility and creates an environment in which all employees may contribute to the limits of their improved abilities. Emotional intelligence works in organizations and administrative units if employees can understand the emotions and feelings of their own. It is a personal skill of self awareness which an organization and administrative units use to help understand the ethos within which those emotions function. Emotional Intelligence is the proficiency through which one learns about the emotions of others, and how the organization affects them. Emotional intelligence offers understanding of others, means to interact with others that help boost productivity, improve relationships, and increase your general quality of life (Hambley, O’Neill, and  Kline 2007) .

6.    Influence of virtual elements on organizational behavior

Due to technology advancement, many organizations are changing the way they undertake business activities. Organizations are embracing new technological methods as they go about their organizational activities. For instance, embracing technology has led to workers without required skills to lose their jobs or forced to fit in the ever changing environment. The extensive use of technology has led to productivity equally improving with time.

  Hambley, O’Neill, and Kline (2007) illustrated that thanks to technology, some companies put on autopilot their production process which in turn positively impacts organization’s growth. Communication has greatly facilitated the use of teleconferencing and other technologies. Through introducing a new technology into the production process organizations outsource the production activities saving time and other resources. The positive effect becomes continuous growth towards the productive capacity of the organization thus leading to satisfied clients and good yields to investors. Companies maximize social benefits through telecommuting thus enabling telecommuters to work together with employees in teams. From different office interactions employees derive many social benefits. The social conversations facilitate team-based work projects through communication of co-workers during the lifespan of a project. Work-related social interaction offers employees a chance to observe a wide variety of professional styles as they make contacts in advancing their careers. Bonding with co-workers over mutual professional experiences and interests helps keep the workplace friendly for work. These work-related social interactions are important aspects of the social experience of working.

Arvenpaa and Leidner (1998) demonstrated behaviors such as team coordination and planning are a good definition and separation of responsibility.   Leadership should also find ways to promote and support active coordination of socialization activities thus providing adequate levels of face to face interaction. Managers also need to find and put into use technology which is tailored to the needs of their projects of the organization so as to facilitate collaboration in the workplace. Additionally, technology must be effectively integrated for it to help in information sharing through the best infrastructure of communication. Many large organizations have decentralized control thus allowing too much independence in the choice of technology. Web-based software to be used requires centralization to prevent different groups from making independent decisions. At the same time, these decisions need to be integrated with other technology decisions to ensure the tools that are chosen will operate correctly with regionally determined applications.

References

Bauer, T. & Erdogan, B. (2012). An Introduction to Organizational Behavior (1st ed.).

Fisher, W. W., Piazza, C. C., & Roane, H. S. (2011)… Handbook of applied behavior analysis. New York: Guilford Press

Miner, J. (2001) Organizational Behavior 1: Essential Theories of Motivation and Leadership (1st ed.). New York: Oxford University Press.

Rollinson, D. (2008) Organisational behaviour and analysis: An integrated approach  (1st ed., pp. 200- 230). New Jersery: FT Prentice Hall.

Help, H. & Sciences, S. (2016). How does a strong culture influence organizational performance?Actually this is connected with Organizational Behaviour | eNotes. eNotes. Retrieved 17 November 2016, from http://www.enotes.com/homework-help/how-does-stron-culture-influence-organizational-90753

Research Matic,. (2016). Organizational Behavior | Researchomatic. Researchomatic.com. Retrieved 18 November 2016, from http://www.researchomatic.com/organizational-behavior-169249.html

UK Essays,. (2016). Analysis of Organizational Behavior Business Essay. UK Essay. Retrieved from https://www.ukessays.com/essays/business/analysis-of-organizational-behavior-business-essay.php

Burnes, et al (2004). Work Psychology: Understanding Human Behaviour in the Workplace. Financial Times Prentice Hall.

General Knowledge Today,. (2016). Emotional intelligence in organizational behaviour. General Knowledge Today. Retrieved 19 November 2016, from http://www.gktoday.in/blog/emotional-intelligence-in-organizational-behaviour/

Ashkanasy, N. (2002). Making Behavior Analysis Requires Different Talk. Journal Of Applied Behavior Analysis, 24, 445-448.

Cherniss, C. (2010). Emotional intelligence: New insights and further clarifications. Industrial and Organizational Psychology: Perspectives on Science and Practice, 3, 183-191.

Ardichvili, A. , Page, V. & Wentling, T. (2003). Motivation and barriers to participation in virtual knowledge-sharing communities of practice. Journal of Knowledge Management. 7(1), 64. http://elearning.ice.ntnu.edu .

Hambley, L. A. , O’Neill, T. A. & Kline, T. J. (2007). Virtual team leadership: The effects of leadership style and communication medium on team interaction styles and outcomes. Organizational Behavior and Human Decision Processes, 103(1), 1–20

Arvenpaa, S.L. & Leidner, D.E. (1998). Communication and trust in global virtual teams. Organization Science. 10(6), 791–815. http://jcmc.indiana.edu .