• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Organizational Behavior Trends

Extracts from this document...


Organizational Behavior Trends Florence Samatra MGT 331 Gary Denney May 6, 2007 Abstract The organizational environment has a powerful influence on employee behavior. Many of our responses are automatic: we drive with effortless attention to the road and lights; we take notes in class without thinking about how to write. In the long term the frequency of these behaviors may depend on the consequences (the payoffs for driving or writing), but at any one moment it is primarily the stimuli in the environment that control our behavior. This paper will focus on how the following two trends that influence the employee behavior in the workplace: 1) the influence of ethics on decision-making 2) the impact of technology on work-related stress. Organizational Behavior Trends The behavior patterns and beliefs that shape an organization's culture have the profound ability to enable or prevent the company from achieving its strategic objectives. By becoming clear about the kind of culture that supports the organization's vision and business strategy, the organization will have the ability to target culture change efforts in order to align its organization's culture to achieve strategic success. ...read more.


If an organization fails to teach organizational ethics to its employees, then it will be difficult for the employees to understand the company's beliefs. There must be consistent modeling from the top, through the actions and words of board members and executive staff. There must be encouragement for staff to speak up if they observe unethical behavior among colleagues. There must be opportunities for safe and open discussion of ethical questions and issues. Such an organizational culture lowers the barriers to ethical decision-making and permeates all aspects of operation. One of the critical factors in understanding a corporate culture is the degree to which it is leader-centric. A leader's effectiveness is, in part, measured by his/her ability to influence the activities of their subordinates. Leaders are more likely to be effective in influencing their subordinates towards the department's vision when they understand and exemplify the organization's values. Strategic leaders must understand that their actions, more than words alone, will determine the operating values in the organization. Another factor that is associated with, and may affect ethical decisions, and the behavioral intentions of individuals is when faced with ethical decisions involving technology. ...read more.


While it appears unethical, David Williamson notes that Euryn Williams advises, "One of the worst things a company can do is to forbid employees to surf the web for leisure" (9). Williamson further notes that a survey of U.S. employees "who had access to the Internet both at work and at home surfed the web for 3.7 hours per week in the office, but compensated for that by spending 5.9 hours of their leisure time on work-related projects" (9). From luxury to accessory, technology has now become a necessity in the workplace. We are living in a digital world and our lifestyles have changed; and unethical is not utilizing such advancement. On a final note, David Williamson again quotes Euryn Williams, "It's about seeing the technology as an opportunity rather than a threat" (9). Reference: University of Phoenix. (8th Ed.). Organizational behavior [University of Phoenix Custom Edition e-text]. John Wiley & Sons, Inc., 2003. University of Phoenix, Resource, MGT/331 - Organizational Behavior Web site: https://mycampus.phoenix.edu/secure/resource/resource.asp Jamieson, D., & O'Mara, J. (1991). Managing workforce 2000: Gaining the diversity advantage. San Francisco: Jossey-Bass. Williamson, David. "Workplace Depression Blamed on IT Stress." Western Mail. 452.80 (2003): 9. Proquest. University of Phoenix Online Collection. 10 Jan 2005. ?? ?? ?? ?? 1 Organizational Behavior Trends ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Marked by a teacher

    Sainsbury's organizational structure.

    5 star(s)

    However, they will be confident that empowered individuals and teams will use the responsibility given to them. Consultative management The managers in this style management are ones who seek to consult other people before making a decision. This type of managers wants to draw on more sources of opinion that just him or her.

  2. Power - The ability to exert influence; that is, the ability to change the ...

    In the influence process, one individual attempts to change the behavior of the other person that would not have occurred otherwise. In the influence process, the individual does not resort to the manipulation of rewards and punishments. Ways to exert influence 1.

  1. The background of the Kettering Park Hotel and Spa

    The main computer system other than Amateo used by the Park Hotel is PMS or Portfolio management software. PMS runs the reservations of the hotel, it has every room on its system and it can use its system to search for availability of rooms and when guests are due to leave.

  2. Organizational Behavior & Change Management

    By examining the specific tastes and preferences of other societies and cultures foreign employees are familiar with, management can save time and money, and avoid socio-cultural mistakes in advertising, marketing and production. Joanne Martin (1998) analyses cultural effects in organizations and how they produce challenges for contemporary management.

  1. John Smithers at Sigtek - Organizational Behavior

    Since processes did not change, no time was budgeted for quality circle meetings. Since rewards did not change, management had no incentive to support change. Finally, the people left in charge were inappropriate to the change in strategy; Bradley was a weak leader, while Patricof lacked the knowledge and understanding required to implement a quality initiative.


    As already pointed out earlier, Maslow's hierarchy of needs identified five categories of needs: I. Physical II. Safety III. Social IV. Esteem V. Self-actualisation As impressive as this theory may have been, he did not believe that this could be fully satisfied.

  1. Human Relations and Organizational Behavior.

    This process is the most important for the long-term viability of the new company. Each human resource activity will be transformed into something else, compensation structure; performance management systems; incentive plans; and other key processes. Communication about the changes is key for implementation.

  2. Explain how organizational structure and culture relate to power and influence in the workplace.

    They must however, understand and respond to their boss's needs in order to effectively influence him (Gordon, pg 286). B and C have authority and legitimate power over the other workers D, E, F and G. This power is enhanced further if they control rewards and punishments.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work