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

Organizational Behaviour

Extracts from this document...


Organizational Behaviour Organizational Behaviour Organizations have been described as groups of people who work interdependently toward some purpose. This definition clearly indicates that organizations are not buildings or pieces of machinery. Organizations are, indeed, people who interact to accomplish shared objectives. The study of organizational behaviour (OB) and its affiliated subjects helps us understand what people think, feel and do in organizational settings. For managers and, realistically, all employees, this knowledge helps predict, understand and control organizational events. There are three determinants of behaviour in order to make an organization more effective: individual, groups, and structure. The people within the organization and their behaviours affect the performance of the organization. There are a number of behavioural disciplines that contribute to OB: psychology, sociology, social psychology, anthropology, and political science. There are lot of challenges and opportunities today for managers to use OB concepts. One of the most important and broad-based challenges facing organizations today is adapting to diverse work environments. Organizations are becoming more heterogeneous in terms of gender, race, and ethnicity. ...read more.


Here are some of the principles that I feel are pretty powerful techniques to redirect redefine and refocus how employees think, speak and behave and achieve in their work environment. Managers should be more constructive. This means that daily, managers should seek to make and solicit positive, constructive suggestions to their employees. They should seek out useful questions to answer everyday and critique performance constructively. Managers should be positive. By teaching others to have fun and celebrate some success every day is positive behaviour. Using positive language and reducing the negative language in a group should eliminate negative emotions amongst the team and or company. Managers should be outcome focused. Learn from positive lessons from adverse situations and focus on today and tomorrow. This will commit the manager to a forward momentum that each employee can follow. Managers should be reflective and seek to learn everyday. As managers, you should be learning everyday just like the rest of us. What could you have done better? What could you have done more of less often? ...read more.


The employees who are satisfied in their jobs will be more motivated to perform effectively and there is a scope to gain more and more knowledge, update with new skills and they perform different tasks that require different skills. They are able to perform a complete piece of work. This gives a sense of completion and responsibility for the product. Understanding different types of people and possible ways to deal with them allows a manager to select the leadership style and methods most appropriate to their situation. Study of behaviour of employees in an organization could help in selecting and training based on their tested potential to perform the job. This helps in deciding pay rates, establishing performance standards, work planning, distribution of work according to individual capacity and setting schedules. Behavioural study provides performance feedback, some insight into why employees behave a certain way and informal social interactions. In conclusion all these lead to an ultimate goal of improved productivity; have people perform at full potential, and reward workers for performance. Environmental factors are increasing the need for effective leadership in today's organizations. In order to better motivate, guide, and direct employee teams, leaders require specific skills and expertise in behavioural studies to change their environment. ...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)

    Democratic management This style management involves empowerment. Individuals and teams are given the responsibility to make decision, usually within a given framework. The team is then responsible for the decision that it chooses to make. The manager with this style will feel comfortable allowing others to make decisions.

  2. Building Effective Teams.

    Deborah Harrington-Mackin cites the example of a fourth grader, who wouldn't be allowed to say, "Hey, Joe, you're good at word problems and I'm good at multiplication tables, so let's get together for this test" (137), yet the adult equivalent of this is seen in the workplace when teams are

  1. Organisations and Behaviour

    Managers in this role are supposed to be able to process information with confidence. They are also supported by information technology in this role, they need to be able to adapt to the changes that happen to rapidly in this environment.

  2. Self-Efficacy Theory Explanation for the Managementof Remote Workers in Virtual Organizations

    their self-efficacy judgments.1 This information affects remote employees' self-efficacy to work remotely (or, equivalently, employees' confidence that they can work effectively in a remote environment). Effectiveness of remote work is represented (in the right-hand side of the model) by a number of outcomes, including work attitudes (e.g., job satisfaction, organizational commitment)

  1. John Smithers at Sigtek - Organizational Behavior

    Increase participation. Once the need (or at least the argument) for change had been established with senior and mid-level managers, Smithers should have involved them in the change process in order to get them to have a stake in the change process and create the opportunity to solve their own problems.

  2. Organisational behaviour.

    The standard of the work that can be produced. For example a carpenter cannot be expected to make the finest cabinet with the wrong type of tools to do so. Outcome 3.2 Relating to the case study you can see that there are a lot of differences between workforces.

  1. Human Relations and Organizational Behavior.

    Before making changes to any policies, Human Resource (HR) must do a discovery of liabilities that could influence the financial viability of the merger. Any discrepancies that might be addressable in the agreement to both parties' satisfaction should be addressed, in addition, discovery of variations in policy and practice.

  2. Management science.

    In the same way being better, faster, and more competitive is also more important because for many industries the comfortable protection provided by government regulations has been swept away. For example in the United States (and in many other industrialized countries such as England, France, and Japan), industries from airlines

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