Organizational Behavior of Individuals and Groups Today - Essay Example

Human Resource Management. Department World turmoil has seen the increasing significance of Human Resource Management in public, private life and in organizations. The chaotic business environment is caused by new technological innovations, liberalization, increased knowledge, advances in information technology and globalization. These changes have presented organization managers with an intricate and demanding situation. Businesses are growing to become more cut throat to meet international standards. The rising focus on privatization has allowed a new shift in terms of long term goals, consumer focus, initiatives, result direction and divergent mindsets for external and internal communication. HRM has materialized to become and grown as one of the most significant aspects of business practice and science. It has not been created in seclusion but quite in the perspective of economic growth and industrial change (Cascio, 2006). The distinctiveness of human resource methods requires a totally separate type of focus from business managers. Human Resource has aspects that offer the greatest challenge together with chances. An organizations HR is delicate with fragile relationship, coupled with unforeseen contributions and permanency is unsure. The important inputs among other elements to a business are its labor resource; individuals bring their skill diversity, expectations, goals and needs. They become mixed into an organization through recruitment with and constant performance in the organizations operations. Organizational Culture. The perception that organizations possess culture has been recognized through research in developing social environments. Environment and cultures are essential elements of an organization. Organizational culture can be defined as the framework of shared importance carried by people that sets apart one organization from the other. Organizational culture offers workers with a clear meaning of the manner in which business is done in an organization (Ravasi and Schultz, 2006). The idea of culture is viewed as a kind of gap between the business and the individual. Culture creates differences between organizations; it portrays senses of uniqueness for current roles. Culture also improves the creation of loyalty and improves stability of societies. Most importantly culture acts as a control process and a meaningful making. Research into the relationship between organizational culture and its efficiency is narrow by lack of concurrence about the suitable indicators of effectiveness. Researcher’s Peters and Waterman noted that organizations with tough cultures are extremely successful. They argued that superior business performance is gained if an organization shifts away from an entirely industrial rationalistic method into a more humanistic and accommodative method (Peters and Waterman 1984). Others disputed Peter and Waterman’s principles because casual associations among tough cultures and performance are questionable. The apparent business leadership and perceived performance along with HRM approaches need to be taken into consideration (Deal and Kennedy 1982). Experts found out that there is a great amount of connection between organizations preface and culture. The findings indicate the significance of the improvement of more complex principals and the course in the relationship between performance and culture. We might come up with general or misguided conclusions without studying these principals. In view of the mentioned studies it is crucial to understand the correlation between organizational culture and HRM processes. The view is that more efficient principals of HRM practices that all together explore the passivity for relationships which result to great performance. Most organizaions are entrenched indifferent cultures which are determined by economic social and political factors. Organizations acknowledge business core values of personality awareness as they recognize and motivate creativity and innovation. (Schein, 1990). Recruiting talent that does not support an organizations culture develops conflicts among employees that will eventually affect their performance. It’s the responsibility of companies to train employees up for better performance and making certain that their work ethics and values aligns with business culture before hiring. Business culture enhances and addresses peoples work environment experience in a means to inspire employees that identify, well trained to attain business strategic objectives and individual goals. (Magee, 2002). Cooperate culture is an issue for company leaders and HRM as well. Specifically companies sourcing for unique talent. (Richardo, 2006). A good organization culture can be a method for appealing to the right individuals and retaining employees even in a cut throat job environment. Five channels HR can use to tackle business culture are; consistency. HR should create a language that represents the business environment and is applied in a consistent way during hiring process. Also staying relevant by finding out what guides prospective candidates in their employment search. HR departments should have team presence in places identified, offering information and resources. They should become flexible and mobile from a technological perspective. Further, be truthful because potential hires have access to information and mostly show up well prepared. Prospective employees value honesty of the certainty of the business that they can come up with rational decisions. A discussion of an organizations culture is very crucial from the first day. Organizations not only establish their brand names to maintain customer loyalty but also draw talent. Individuals increasingly desire to function for organizations that place great trust on their leaders. Employees can carry out meaningful tasks and feel the organization appreciates their communities. (Brooks, 2006). Company culture can be termed as everything from team oriented approach, working conditions and hours, team oriented strategy to decision making or what the physical environment and work space look like (Storti,2001). An attractive surrounding portrays that the organization respects and cares for its employees and wants to be well prepared and at ease. Organization leaders and HR heads ought to sit down and talk about business culture. They ought to make an organizations culture their top priority because consequently culture makes their business an attractive environment to operate in. It further improves hiring and retention efforts and productivity as well. The recruiting and hiring process ought to portray an organizations personality and culture. Taking a keen observation of it from potential employee’s opinion can help a business assess and enhance its brand identity. HR teams should uncover what makes workers tick as continuous communication between employees and leaders is very important. Leadership. Leadership is a theme that has been explored by researchers for a very long time. Many experts have come up with models and theories about all aspects of leadership. In this context one concept that is simple and relates well in organization culture is explored. The difference between leadership and management is difficult to draw. Some experts explain that management and leadership are one in the same component, while others differ. Leaders command followers while manager’s command subordinates. Individuals tend to associate casualty to leaders in most organization setting which many call ‘romance leadership (Mahler, 1997). While there has been ongoing debate between the differences in leadership and management, the main aspects that offer a distinct among the two are. Managers aim at stability while leaders create and drive change. Most managers are linked to operating in routines while leaders operate with passion. Managers are viewed as controllers, problem solvers and tactician while leaders are seen as strategist and heroes. Leadership is attained in the process where two or more people make it outlining and determining the reality for the rest. Leadership concept is a socially built by the association and certain of leaders and followers too. Leadership is associated with circumstances where distinguished right by people to describe certainty. Leaders operate by generating position of reference. Clues followers deduce from their leaders include how leaders distribute resources, awards and reward status, hire promote and retain. React to dangerous events and what they pay a keen interest into. Leadership is a socially created through relations and construction of both leaders and followers. leadership linked to situations where there is a perceived right on the part of certain individuals to define reality for others leadership lies in large part in generating a point of reference against which a feeling of organization can emerge .Makes a similar point to according to leadership consultants, followers look for clues based on; what leaders pay attention to, measure and control How leaders respond to dangerous events. How leaders distribute resources. Leader’s character modeling. How leaders assign rewards and status to employees. How leaders recruit, promote etc. coherent leadership. Research Ssuggest that leadership must be conceptualised as embedded in everyday relationally-responsive dialogical practices of leaders. Leadership focuses on making logic and creating action and understanding with others – working out together what is meaningful, seeking polyphony, talking to numerous voices plus discovering the other’s needs and exploring their potential. Actively creating prospects to talk with persons (and not to them) also referred to as dialogue. Seeking to create contact with individuals – worth, confidence plus opportunities for others to articulate themselves. Relational integrity is where by leaders need to be sensitive to moments of disparity and working towards inventive ways of undertaking things – being responsible to others (Frost, 2003). The individuality of a leader appears to be much more engaging than that of an (ordinary) administrator .Leadership is surrounded by a desire - ‘a way of trying to escape a role that seems more of a straightjacket’. Leadership as an encouraging character; leadership growth as an identity building a distressed administration (a subsidiary of a MNE); leadership progress used as a means to deal with existing organisational needs and managerial goal. A confined meaning of leadership developed (called level leadership) which includes the principles and conduct seen by managers as requiring enhancement (e.g. taking projects, assuming accountability) .Exercise sessions organised to advance this account of leadership. Leadership capability included in the assessment structure. Leadership naturally is perceived as something attractive, e.g. leadership by meaning essentially good (Schein,2003). Separation between ‘leading’ and ‘ruling’. Vicious leadership an underexplored topic studies shows those leaders: Often follow their personal goals rather than the company’s ones. Employees’ view of the amount to which supervisors employ, hostile and non-hostile (e.g. unfriendly, scary, offensive or hurtful) verbal and nonverbal behaviours – exclusive of physical contact – over and extensive period of time. These actions may or may not be mindful actions by the manager, but whether aware or not, the cost can be far reaching for the workers, social groups and business as a whole (Daft, 2000). Social constructionist models management is relational - Leaders only survive in the judgment of the groups .management is a construct of all factors involved: leader, followers, social group etc. Examination of function of followers as co-constructors of management view that leadership growth: is characteristically examined from the essentialist and prescriptive is subject by psychometric study (e.g. Transformative Leadership Questionnaire or Multifactor leadership Questionnaire).too independently rather than collectively orientated encouraging a manly representation. Leadership need to utilize non-cognitive technique to spotlight on emotions and the practice of becoming a leader could benefit from more contextually situated approaches .They should evade presenting management as a fixed position or identity. Also they should promote unawareness of many responsibilities (Daft and Weick 1994). The results of these models imply that there is close connection between employment process and organizational culture. The proposition of this for business managers or HRM agency is that employment process being the first point of communication between the party and the prospective workers could provide the right opportunity to distribute vital information about the business to the career seekers. Additionally, this will improve the placement of intending staff with the managerial principle, value, and practices, which try to ensure appropriate competition. Thus accelerating human resources growth in the organization, this tends to decrease labor revenue. In the equivalent, the connection that exists between guidance programs and managerial value, ideas, and performance mean that leaders or decision makers in organizations ought to attempt to integrate their pactices, values and belief, in the guidance and development exercise intended for the recruits. This will further uphold organizational culture and assist staff adjust to organization’s culture. Additionally, among the three-stage procedure in which recruits pass through within business; it is vital noting that t most serious phases for employees is at the preliminary entry spot, the stage at which employees who fail to learn are branded “rebel” and this can lead to termination. Therefore recognizing with the organizational culture will assist workers appreciate organizational events, by this means helping them to get along with the job at hand rather than wasting company time trying to outline out what is anticipated of them. Bibliography. Brooks, I. (2006). Organizational Behaviour: Individuals, Groups and Organization. Essex: Pearson Education Limited. Cascio, W. F. (2006). Managing Human Resources: Productivity, Quality of Life, Profits. New York:McGraw-Hill/Irwin. Daft, R. L., & Weick, K. E. (1994). Toward a Model of Organizations as Interpretation Systems. Academy of Management Review, 9(2), 284-297. Daft, R. L. (2000). Organization Theory and Design. USA: South-Western College Publishing, Thompson Learning. Deal, T. E., & Kennedy, A. A. (1982). Corporate Cultures: The Rites and Rituals of Corporate Life.Harmondsworth: Penguin Books. Frost, P. J. (2003). Toxic emotions at work. Boston: Harvard Business School Press. Hofstede, G. (2001). Culture’s consequences (2nd ed.). Thousand Oaks, CA: Sage (1st ed. 1980). Magee, K. C. (2002). The Impact of Organizational Culture on the Implementation of PerformanceManagement. Doctoral Dissertation. Mahler, J. (1997). Influences of Organizational Culture on Learning in Public Agencies. 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Storti, C. (2001). The art of crossing cultures, 2nd ed. Yarmouth, ME: Intercultural Press. Read More