The Process of Analyzing Human Behavior in a Group or Organizational Setting - Essay Example

? Managing Organizational Behavior Managing Organizational Behavior Managing organizational behavior is the process of analyzinghuman behavior in a group or organizational setting (Schermerhorn, Hunt, & Osborn, 2003, p. 4). To effectively control behavior managers must first recognize human resources (people) as a valuable asset to an organization with unlimited potential (Bhattacharya & Wrights, 2005). “Human capital is an organization’s employees, described in terms of their training, experience, judgment, intelligence, relationships, and insight” (Noe, Hollenbeck, Gerhart, & Wright, 2003, p. 3.), therefore the objective of efficiently controlling behavior in an organization is for the purpose of creating an environment with the capability and capacity to produce higher levels of performance. As a result of developing and implementing management practices to successfully manage human resources is critical for organizational achievement. The highly competitive global environment of the 21st Century demands managers to use proactive practices and methods to managing behavior for the purpose of creating a competitive advantage (Bhattacharya & Wrights, 2005). Theoretically the science of managing organizational behavior has the responsibility of using human resources to fulfill an organization’s goals and objectives. This premise and the development of the capability of the human resources aids in accomplishment of goals. Certainly not without challenge managing people (human resources) effectively is the process of comprehending human behavior, knowing how to motivate, and enable others to become what he or she is capable of becoming with the intention of fulfilling the group’s strategic objectives. The purpose of this paper is to offer suggestions as to the attributes and necessary skills an effective manager/leader needs to proactively manage human resources. Additionally the paper will present information about how organizational culture influences behavior and how management can approach managing the culture to control behavior. In conclusion the paper will show the correlation between managing organizational behavior through the implementation of empowerment strategies and how the practice of empowerment is not a release of control and power by management, but is a method in which management gains additional control over behavior in the organizational culture as a result. Organizational Behavior Understanding organizational behavior enables managers to use human capital and other resources more effectively. The ability to understand his or her relationship with workers and the significance of the interaction is foundational in understanding how to effectively manage organizational behavior. The interaction between managers and workers in the culture directly influences the outcomes of behavior within the culture. Schermerhorn, Hunt, and Osborn (2003) assert “Organizational behavior (OB) is the study of individuals and groups in organizations” (p. 4). Kreitner and Kinicki (2003) declare “Organizational behavior is an interdisciplinary field dedicated to better understanding and managing people at work; organizational behavior is both research and application oriented” (p. 12). The two descriptions or definitions include the understanding of coordinating people in structured settings for the purpose of accomplishing specific goals. Kreitner and Kinicki (2003) offer that the task of managing people requires knowledge and the ability to apply the principles of the social disciplines of psychology, management, sociology, statistics, economics, human stress management, and others (p. 13). The list of disciplines reaffirms the depth of knowledge of human behavior that is necessary for managers to manage successfully. Effective managers comprehend how to interpret human behavior applying the appropriate principles from the tools of the applicable social science. By using the tools managers are able to resolve conflict within the environment, motivate workers to higher levels of performance, and stimulate learning in the culture for higher levels of productivity and performance (Kreitner & Kinicki, 2003). Managing organizational behavior also requires managers to have knowledge of how the organization is structurally and culturally designed and how the connections between the various work groups within the culture should function. Figure 1: Four Functions of Organizational Culture: (Redesigned from Kreitner & Kinicki, 2003, p. 85; SOURCE: Adapted from discussion in L Smircich, “Concepts of Culture and Organizational Analysis,” Administrative Science Quarterly, September 1983, pp 339–58. Reproduced by permission of John Wiley & Sons, Limited. The ability to objectively observe operations within an organization with the insight to systematically evaluate operations for efficiency is another obligation of managers. The skill of managing people is merely one facet of managing the behavior. Managers with the ability to understand the correlation between diversity, people, machines, processes, and systems of operations within the organization are equally as vital for efficient management. Kreitner and Kinicki (2003) define “Management as the process of working with and through others to achieve organizational objectives efficiently and ethically” (p. 6). Therefore, the knowledge of the strategic objectives of the organization and the division of work in the culture is beneficial to management as well. How the work is done through others and the processes and procedures of the organizational design is helpful in managing people and machines within an organization. The purpose of understanding cultural design in relation to managing organizational behavior is for clarity as to which managerial practices to use with the potential to produce the desired results. A driving force for changing the approaches to managing organizational behavior is the influence of the external environment. The force of competition in the global marketplace and the demanding expectations for superior service and quality products from consumers is causing the behavior in organizations to change in response and how managers manage (Schermerhorn, et al, 2003). In response to the affects of the external climate organizations and management styles are changing operations and the coordination of people within groups for sustainability. For organizations to remain viable the design of the culture must implement adjustments that agree and compliment the changes occurring in the environments. The concepts of teams and empowerment are two managerial tools that managers can incorporate and use to increase performance and create a competitive advantage. Kreitner and Kinicki (2003) stress the significance of understanding human behavior as an effective manager of the behavior. The internal belief that human capital is the most valuable resource of an organization enables leaders and managers to develop systems of management that demonstrates that belief resulting in performance of the group achieving higher levels of efficiency. Noe, Hollenbeck, Gerhart, and Wright (2003) state “Human capital is an organization’s employees, described in terms of their training, experience, judgment, intelligence, relationships, and insight” (p. 3.) Bhattacharya and Wright (2005) mention “Human capital is the resource that enables organizations to create a competitive advantage” (pp. 929-930). Recognition of the value and potential of managing the resource of people can directly affect the internal operations and the organization’s position in the external environment (p. 932). The ability of managers to constructively interact with the workforce enhances the potential of affecting behavior within the organization and affecting the group’s attainment of the organization’s goals and objectives. Culture and Organizational Behavior The influence of culture on behavior as well as behavior as a result of culture is information that managers must know to effectively control behavior in the internal environment. According to Kreitner and Kinicki (2003) “Culture is an outgrowth of the founder’s values and business philosophy” (p. 94). Their observation expresses the notion of culture as a non-changing system whereas culture continues to evolve as an organization grows by making adjustments in response to internal and external forces. Internally the forces of the individual personalities, beliefs, diversity, and technology can contribute to shifts within the culture thereby affecting behavior. Externally the forces of competition, consumer demands, regulations, international laws, and other factors likewise contribute to changes in the internal culture. One of management’s obligations is to be aware of the changes occurring and to implement procedures in response accordingly. From another perspective LaRue, Childs, and Larson (2006) describe culture as a “trance or state of sleep” (pp. 21-23). However contrary to the theory that culture is stale or stagnant, effective management uses practices to ensure people, processes, and managerial practices cultivate and stimulate the environment within the culture for viability and sustainability. Management Styles: “The Right Fit” Management and leadership styles are significant in how responsive workers in the culture are and how effective the group works together to accomplish the strategic goals of the organization. The management style and how managers interface with workers determines the level of productivity and the overall performance of a group. Zhang, Higgins, and Chen (2010) emphasis how people generally will exhibit behavior similar to the behavior of those in leadership or management positions (pp. 647-649) The premise affirms that the management style affects and can determines the behavior in the culture. The realization of the influence the style of management can potentially have on behavior makes ensuring the style “fits” the cultural objectives as set by the mission of the organization and that the style positively influences the people (human resources) within the culture. Zhang, Higgins, and Chen (2010) discuss at length how “copying” is importance for producing the organizational objectives (p. 647). The definition of copying is “the repetition of a role model’s managing behavior after an individual directly experiences this behavior; copying occurs in an interpersonal context in which recipients of a roles model’s managing behavior acquires this behavior through direct experience” (p. 648). To formulate a cultural environment in which workers emulate the behavior established by management makes selecting the style critical and fundamental to effectively controlling behavior Empowerment A discussion about empowerment is incomplete without examining leadership. For this discussion the term leadership is interchangeable with management to imply in theory managers are leaders. The research on leadership primarily focuses on traits of a leader and the qualities and characteristics of what makes a good leader. However the perspective of the results of leadership on others relates to the practice of empowerment. Gardner and Olson (2010) offer “Empowerment is a gift given by leaders to others in an organization” (pp. 69-72). Underscoring the significance of a gift the premise is in fact at the heart of what makes a manager/leader effective; the ability to intuitively see the hidden qualities and capabilities in others for the betterment of the individual and good of the organization (Gardner& Olson, 2010, pp. 69-72). The emphasis of the various ways in which managerial and leadership practices influences behavior in the organizational culture makes the managerial tool of empowering employees one of the options for measuring effectiveness (Bhattacharya & Wright, 2005). Gardner and Olson (2010) reaffirm how the underlying motivation of management is to influence people in the environment; as manager/leader developing others by using empowerment strategies reaffirms essentially what effective managers do. Bhattacharya and Wright (2005) are of the opinion that the performance of an organization is a direct result of the use of managerial practices (p. 929). In theory they suggest by the selection and use of efficient management practices performance increases because of the relationship and interaction between managers and workers (pp. 929-931). Bhattacharya and Wright (2005) suggest the practice of empowering individuals and teams within the organizational culture is a ways of producing positive results and enabling organizations to accomplish the strategic goals of the group. Noe, Hollenbeck, Gerhart, and Wright (2003) stated “Employee empowerment is giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service” (p. 40). The definition creates an image of employees using his or her cognitive and interpersonal skills to perform functions within the organizational culture without input from management but under the influence of the same. Zhang, Higgins, and Chen’s (2011) correlational research study underscores the importance of management setting the example and establishing the standard of behavior expected and desired in the culture. Studying human behavior, motivation, and the use of “copying,” reinitiates the value of managers reflecting the skills and standards the organization desires workers to emulate (pp. 647-649). Essentially the study revolves around the premise or belief that the management/leadership examples exhibited in the culture significantly affects how workers respond and behave. Referring back to how influence of managers is a primary factor in empowering workers emphasizes how workers will imitate the behavior demonstrated in the environment by those in leadership positions (Zhang, Higgins, & Chen, 2010). In contrast, the behavior, beliefs, attitudes, and willingness to change are hindered by managers and leaders displaying traits and behavior contrary to what the strategic plans and goals require. As a consequence the display of ineffective traits of management produces counterproductive results in the culture. Whereas empowerment strategies can potentially increase organizational production and performance, on the other hand the practice of allowing employees to perform in a capacity in which he or she is unprepared can produce negative consequences. For human resource managers the aspect of equipping workers with higher levels of authority to perform his or her duties within the organization more confidently is mutually beneficial. Creating an environment of continuous learning in which workers learn new skills and incorporate methods of performing tasks and assignments is one of the fundamentals of empowerment. Kreitner and Kinicki (2003) stated, “Empowerment is sharing varying degrees of power with lower-level employees to tap their full potential” (p. 568) The definition implies empowerment is a method of developing the potential and capabilities in others with the benefit of enhancing the organization. By empowering workers within the culture a renewed sense of value emerges in workers acquiring new skills causing a corresponding reaction of increased job satisfaction and commitment to the organization. In order for empowerment strategies to be successful the terms of the process must be defined with clarification as to the benefits, responsibilities, requirements, and recognition (Gardner & Olson, 2010; Kreitner & Kinicki, 2003). The notion of managerial control of behavior in the organizational culture is one in which empowerment from one perspective appears to cause managers to lose control, however upon closer inspection empowerment facilitate a greater or higher level of control for managers. Referring back to organizational learning taking place within the environment and managers instructing and training employees the systems and procedures of operations within the culture enhances the intentions of management. The intentions of the systems within the culture are to successfully accomplish the organizational objectives. By creating an environment in which workers are required to learn new tasks and perform additional duties fulfills the objectives of successfully accomplishing the organization’s goals. Whereas each of the empowered workers will execute his or her duties distinctively different due to the personality differences and other characteristics generally the tasks will follow a prescribed order in alignment with the managerial behaviors exhibited in the environment and the organizational objectives. Managerial control is not lost but is enhanced and increases as a result of the training and copying done by the workers as he or she successfully perform his or her duties to satisfy the goals of the group (Zhang, Higgins, & Wright, 2010). As an incentive for complying with the managerial instructions the use of rewards make a significant difference in workers compliance. On the other hand from the perspective of the worker or employee he or she has a sense of control with the ability to exercise more authority in their respective positions. In the final analysis management gains additional control by empowering workers and workers gain additional control over his or her options for advancement within the organizational setting. Conclusion Managing organizational behavior begins with understanding human behavior in the context of its relationship to fulfillment of an organization’s strategic goals. The managerial practices and behaviors of managers in the environment have a direct influence on behavior in the culture and influences managers’ ability to control behavior in the organizational culture. Managers and leaders have the burden of formulating and demonstrating the conduct and attitudes desired in workers, by doing so enables manager/leaders to control behavior and equip the organization for creating a competitive advantage in the marketplace. The organization’s management and leadership styles are significant if managers are to successfully manage behavior. The task of selecting a style that is in alignment with the organizational goals and objectives will determine the outcomes of productivity and performance of the group. The characteristics and skills of efficient human resource managers enables him or her to apply the principles of the social sciences such as psychology, sociology, stress management, and economics as tools to effectively control human behavior in an organization (Kreitner & Kinicki, 2003). Successful managers exhibit superior listening, communication, and interpersonal skills establishing strategic relationships within the organizational culture to that enhance learning and facilitate accomplishment of the group’s goals. The urgency of the competitive global forces in the external environment is causing management to re-evaluate managerial practices and strategies to find new ways of enhancing organizational performance. As a result of the 21st Century perspective of how to effectively manage human resources the managerial tool of empowerment is becoming the preferred way of identifying unused human resources and increasing the capabilities of organizations. The discovery of empowering others enables groups to maximize their potential and create a competitive advantage as a result. Managing organizational behavior is the task of using efficient managerial tools and practices to coordinate and align human resources with internal systems of operations for the purpose of accomplishing an organization’s strategic goals and objectives. However stated the job of effective managers and leaders is fundamentally to create an environment in which people, processes, and equipment come together to function cooperatively for the purpose of fulfilling the objectives of enhancing organizational performance and satisfying the needs to accomplish the group’s goals. References Bhattacharya, M., & Wright, P. M. (2005). Managing human assets in an uncertain world: applying real options theory to HRM. International Journal of Human Resource Management, 16(6), 929-948. doi: 10.1080/09585190500120574 Gardner, J. P., & Olson, D. M. (2010). The gift of empowerment: A new perspective to leading others. Insights to a Changing World Journal, (4), 68-75. Retrieved from EBSCOhost. Kreitner, R., & Kinicki, A. (2003). Organizational behavior, 6th Ed. New York, NY: McGraw-Hill/Irwin. LaRue, B., Childs, P. & Larson, K. (2006). Leading organizations from the inside out: Unleashing the collaborative genius of action-learning teams, 2nd Ed. New York, NY: John Wiley & Sons, Inc. Noe, R. a., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2003). Fundamentals of human resource management. New York, NY: Mc-Graw-Hill/Irwin. Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (2003). Organizational behavior, 6th Ed. New York, NY: John Wiley & Sons. Inc. Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107-128. Retrieved from EBSCOhost. Read More