Essentials of Organizational Behaviour - Essay Example

? BUSINESS MANAGEMENT No Lecturer) & Table of Contents Introduction 4 1.Aims and Objectives 4 2.Individual differences and Diversity 4 3.Power and control within an Organization 6 4.Conclusion 8 5.References 9 1. Introduction In his book, “Essentials of Organizational Behaviour”, Laurie J. Mullins captures fundamental aspects of real life management. The book offers an expanded introduction to the management and organisational behaviour, giving clear, concise and greater insights into the organizational behaviour and introducing the critical theories. The book gives clear reflections encouraging the application of personal experience and critical thinking on these aspects of management. This paper is a report on some key aspects on this book. Very fundamental to this report are the aspects of individual differences and diversity and control and power within an organization. The book covers these aspects very comprehensively and in a clear way. 1.1. Aims and Objectives The aim of this report is to appreciate the presentation of individual differences and diversity in an organization and appreciate the aspects of control and power while ensuring that they are used effectively towards the realization of an organization’s goals. 2. Individual differences and Diversity This report appreciates the individual differences that exist in organizations. The differences exhibited by Different people in organization explain the differences of people’s behaviour in any organizational set up. This diversity is very critical to the understanding of employees in an organization. The fact that an organization is composed of different stakeholders of different cultural backgrounds, ethnicity, and religious affiliations should be understood from the onset so that they can be understood. This should be besides the personality differences. These differences best explain why different people respond to different circumstances differently. Mullins explains these fundamental differences comprehensively thereby assisting the managers and other stakeholders in an organization understand their employees including the government (2011). The understanding of the individual differences is the first step to ensuring peaceful coexistence and harmonious social relations among people of all walks of life brought together. People in an organization need to have a healthy and friendly environment that favours both work and social interaction. This cannot be realized in an environment where the individual divergences and diversity are not understood let alone appreciated. This understanding also minimises the conflicts that are likely to arise due to the diversity of cultures and other personality related differences. It should be understood very clearly that everyone in an organization has attributes unique to only him/her. It is these attributes that influence the behaviours of different people in the organization. The book provides a deep insight in to these differences and is a great tool not only for learning, but also the application by many organizations in order to develop the skills, talents and capacities of employees (Mullins, 2010). The diversity and differences between the different members of an organization also lends credence to the fact that every can best specialize in a given field. It is, therefore, important, upon this understanding that each individual be allowed to pursue his talents, abilities and skills to enhance his individual potential while at the same time contributing to the development of the organization. It is important to note that the employees are very important assets in any organization. As a system, they form a significant part of the organization without which the organization cannot perform. Therefore, understanding them and their differences lead to the appreciation of who they are and what they can add to the realization of the aims of the organization. An organization that does not understand its employees is one that is in constant conflict with these important assets and is on the path of disintegration. Moreover, when the employees and other important stakeholders of the organization know that they are being understood, they feel as though they are part of the organization and discharge their duties with due diligence and determination. The understanding of individual differences and the ultimate appreciation of the same also leads to the understanding and appreciation of the strengths and weaknesses of the employees in the organization (Thomas, 1999). This is critical to the discharge of their duties and responsibilities at the work place. It also determines when individuals need more skills thereby calling for further training to build upon their skills and abilities rather than condemning them for what they are not able to do. This report acknowledges the important aspect of individual differences and diversity and appreciates Mullins for capturing this aspect since it is only upon this understanding that the skills of individuals can best be enhanced to realize the fundamental goals of the organization. Any organization wants to remain relevant in the face of the stiff competition at the current dynamic times. This understanding forms a basis for understanding employee’s abilities and channelling it to the betterment of the entire organization. 3. Power and control within an Organization This is yet another important aspect in an organization which Mullins tries to articulate very clearly and concisely. Power and control in an organization are two aspects that are very closely related. It is power that gives an individual the authority to ensure control in an organization. Power has for a long time been taken to be a reserve for the top management. Whenever the term power is heard, the manager, boss, Human Resource Director or the CEO comes to mind. However, Mullins tries to make us understand that this is far from the absolute truth. Everyone in an organization needs some power in order to discharge his duties. Responsibility without authority is as good as dead. As such, it is very clear that every employee in his own capacity has some element of power which allows him to carry out his duties. Mullin captures the different ways in which different people get and retain power. Some managers believe that human beings fear responsibility and cannot get to perform any task unless they are pushed to do so. The managers who subscribe to this theory tend to use the traditional ways of achieving power and control at the work place such as coercion and threats. They issue threats or unfair warning or evaluation to ensure that they control others. Out of fear, the employees perform as per the wishes of the manager for fear of the impending punishment. The people who use coercion also issue unreasonable demands or consequences. To the extreme the threats go to as far as death threats thereby rendering the subjects or employees very fearfu (Buchanan & Huczynski, 2006)l. Others use intimidation to maintain their power, influence and control at the work place. Intimidation is also intended to instill fear among the employees. This is ensured by maintaining verbal or physical aggression.  They also put in place excessive micro-management, again with the sole purpose of instilling fear among the employees thereby winning their loyalty and getting them to do exactly what one wants to have done. There is yet another method that some people use to maintain the power and control at the place of work. This is the use of emotional abuse. They do not warn or issue any possibility of physical punishment but achieve the similar goal through humiliation, disrespect, putdowns, name calling, and any other kind of cold treatment intended to torture the subjects or employees emotionally (Moore, 2000). When the employee is made humiliated, some bosses or managers feel that they are able to control them. Well, to some extent this works, but in other instances this has sparked lack of motivation, discontent and even disrespect in return. In many places rebellion and even demonstrations have erupted to signify discontent with such states of affairs. The use of isolation is yet another method that others have used to maintain power at the places of work. It may not be very professional or even ethical but has worked out for very many employers, managers, bosses and even the lower level employees. The attempt is to retain power and ensure a continued control in the organization (Rollinson, 2008). Those who are perceived to threaten the established state of affairs are excluded from the social gatherings, and important meetings at the work place. They are also ignored for a very long time and their welfare is not protected at all. To ensure successful and healthy control at the work place, power needs to be balanced. Any emerging signs of excess power need to be checked. Otherwise, excess power and control can bring down an otherwise successful organization to its knees. 4. Conclusion This report recognizes “Essentials of Organizational Behaviour” as a very good reference source with regards to the modern management. The two aspects of individual differences and diversity and power and control are very fundamental to the success of any organization. They are well captured in this report. The report recommends that the thoughts of Mullin and the theories he puts forward with regards to the understanding of employees and stakeholders of the organization be appreciated and adopted. Power and control are very critical elements in determining the success of an organization. Both should be channelled in such a manner as to steer the organization forward rather than intimidate, threaten, humiliate and frustrate the employees thereby rendering them voiceless and with no capacity to contribute their views and ideas (Dick, 2005).  The participation of everyone to ensure that those who seek power do not ultimately take over should be encouraged in order to ensure that power and control are used in a way that promotes the integrity, reputation and well being of the organization and its employees. 5. References Buchanan, D., & Huczynski, A. (2006). Organisational Behaviour: An Introductory Text. London: Prentice Hall. Dick, P. a. (2005). Introduction to Organisational Behaviour . Maidenhead: McGraw-Hill. Moore, T. (2000). Individual Differences and Workplace Spirituality. Journal of Management and Marketing Research , 79-203. Mullins, L. (2010). Management and organisational behaviour . Harlow: FT Prentice Hall . Mullins, L. (2011). Essentials of organisational behaviour (3rd Edition ed.). Harlow: FT Prentice Hall . Rollinson, D. (2008). Organisational Behaviour and Analysis: An Integrated Approach. Harlow: FT Prentice Hall. Thomas, K. (1999). Organizational Attractiveness and Individual Differences. Journal of Business and Psychology , 13, 104-302. Read More