At the same time, organizational behavior theories look at the human resource, manufacturing, sales, industrial and environmental departments when one specifically talks about an organization. These theories look to pinpoint the areas of strength and find out where the shortcomings and weaknesses usually exist and where the same could arise again, say at any point in time in the future. The themes related with organizational behavior address the problems that are encountered not only by the customers who are at the mercy of the organization itself through its multi-faceted dealings but also the internal people, usually the employees and the workers. These people derive motivation from the numerous areas of strength that actually exist within the workplace and if the same are missing at some instance, then the need is to plug the gaps which have been created so as to effectively address the needs and wants of the internal public. The workers’ behavior also echoes the strong likes and dislikes on the part of the organization’s employees and workers and the same goes in line with our discussion on the theories of organizational behavior. Industrial psychology is regarded as a close term along with the theories of organizational behavior and thus we must look at both of them in pretty much the same manner. Organisational behavior plays a essential role in the development and the concluding success of any organisation and the emphasis needs to be placed on the role of the managers, top level employees and the middle management in much the same way. The organisational behavior concepts seem to work best when they are applied top to bottom level within the mainstream management theories of an organisation. The employees are judged for their behaviors and reactions when the chain of command is set firmly on them and when they are examined for each and every movement of theirs.
Some management theories working within different organisations might not be that easy to understand at the very beginning. These can encompass a variety of different aspects, features and traditional mindsets which make up their structures. To start with, we see that an organisation can either be formally aligned in its ways and means of doing things and different processes or the same might just be in a way informal in quite a few of its activities and tasks. (Lyons, 2002) The manner in which it runs across this paradigm is something that needs to be studied in depth before we reach further consensus on their purposes and the kind of achievements that they have had. The communication within an organisation can flow in one of three ways or in all the three directions. This means that these three directions pave the way for the ease of communication and there are as such no barriers to arise from the whole equation. (Megone, 2002) The mainstream management theory thus relies on the aspect of delegation of work which is a significant aspect if we look at the work regimes within the present day organizations and management hierarchies. Now all this requires a strenuous critical look to come to terms with the weaknesses present within the organization’s management and strategic basis and without having a look at the very same, the room for improvement would indeed never be envisaged let alone the gaps be plugged.
Management must bring about certain efforts which are geared up to make it sound, look and eventually feel different from the rest of the lot and in the long run, have a selling proposition in it and in its products that help it in winning the customers time and time again. Similarly, it needs to make sure that its staff members and employees are amongst the best in the industry and that they can relate with the norms and routines of the top corporations working hand in hand with each other but competing on the business level. The managers need to look at several different angles which are related with the business itself. All this easily accumulates under the mainstream management thinking that is present in the times much like today. (Llewellyn, 2002) This means that there is a general sense of negativity attached with the way in which managers perform their tasks. It also gives air to the notion that managers know nothing about what the requirements of the stakeholders are in the whole equation but then again this assumption might just not be correct as well. The managers might just be thinking about the long term scenarios and therefore have to sacrifice the short term interests of the stakeholders for their long term ones. However this is all pretty confusing to understanding and more so within the business circles and the related processes in which managers perform their duties and tasks. (Bassett, 1993)
This is a reality that in the mainstream management rationales, organizations are doing their utmost in order to know more and more about their valued customers and stakeholders. However the critique seems to be a missing link in all such initiatives which have been taken from time to time. Organizations have devised certain strategies which are in line with the values that their business has set for itself. These values are thus deeply intrinsic within the mission and vision statements of the company. In order to gain further knowledge about the customers, research is being given proper emphasis which would eventually discern the exact basis for the customers to come and make that vital purchase. (Fonseca, 2002) It is a fact that the mainstream management theory can have a lot of improvement within the organization’s ranks if they adopt the policy of working towards the establishment of a performance management system. This would guarantee them a lot of success as their employees and workers would dedicate their whole hearted efforts towards the well being of the company as well as towards their own individual capacities. The usage of sound planning on the part of the managers is very imperative as it ensures that the same is not only important to the whole well being and the actual basis of the business but also the manner in which it invites the short term gains and incentives that come along all this while. (Neely, 2002) All this is understood in an adequate manner if proper critical measures are enacted and hence followed in the true sense of the word within the mainstream management regimes and this at the end of the day is a stark reality that needs to be properly touched upon.
BIBLIOGRAPHY
BASSETT, Glenn. (1993). The Evolution and Future of High Performance Management Systems. Quorum Books
CYERT, R.M. & J.G. March. (1963). A Behavioral Theory of the Firm. Prentice- Hall, Englewood Cliffs, NJ
FONSECA, Jose. (2002). Complexity and Innovation in Organizations. Routledge
LAMB, Larry F. (2005). Applied Public Relations: Cases in Stakeholder Management. Lawrence Erlbaum Associates
LLEWELLYN, Robert N. (2002). The Four Career Concepts: Managers can learn how to better develop their people by learning how they’re motivated – Management Tools: Supervisor Resources. HR Magazine
LYONS, Mary Frances. (2002). Leadership and Followership – Career Management. Physician Executive
MEGONE, Chris. (2002). Case Histories in Business Ethics. Routledge
NEELY, Andy. (2002). Business Performance Measurement: Theory and Practice. Cambridge University Press
Word Count: 1,532