Organizational Behavior - Essay Example

Organizational Behavior ID Lecturer Introduction Organizational behavior is of utmost essence since it outlines the way under which an organizational domain would be dealt and its employees will be handled. The manifestation of such tenets is important as it determines the extent of their dependence on the work regimes within an organization as well as the reliance on getting things done in an effective and efficient way. The different attitudes of the employees, their value systems, personality bases, ethical considerations and cultural variations depict the manner in which an organization is closely knitted. All of these factors play a significant role in harnessing the organization behavior myth, and for the betterment of the organization itself. These pointers highlight the manner in which an organization could achieve success in the shortest possible time (Allen & Helms, 2002). Effects of Individual Attitudes The effects of individual attitudes within the midst of organizational behavior, is one of an immense one. This is because the individual attitudes of the organizational employees suggests the manner in which they will go about conducting their own selves as well as link with one another, for the betterment of the organization in the long run. The amount of pragmatism present within the employees is manifested through their individual attitudes. The customers, stakeholders and the third party channel members come to know about the morale of these employees through their respective attitudes that they bring to the workplace (Robbins & Judge, 2007). It is of paramount importance that the organizational tenets are understood within the proper frameworks of individual behaviors and attitudes that the employees have with one another as well as with the external publics of the organization. Thus the effects of individual attitudes within the organization could be manifolds – positive, thus bringing out the better picture of the organization in front of one and all in the long run, and negative, thereby shutting down the air of pragmatism which was built or was about to be developed, once and for all. Individual attitudes need to be kept under a strict check so that there are no predicaments arising from the same quarters. Effects of Values The value hierarchy within the organizational employees is deemed as something very important since it tells the very basis of these employees understanding the basic philosophies of the organization and thus adhering to the same in their day to day routines and norms. Values are inculcated in such a manner that growth and development in the long term scheme of things is ensured from all perspectives (Posner & Munson, 1979). There is a need to properly align the value systems in line with the organizational tenets so that there are no missing links present within the same. On the flip side, a misunderstood value hierarchy would mean disaster for the organization and its customers and stakeholders alike would face the brunt of such diabolical steps taken on the part of the organization. These values would instill pride and confidence amongst the employees and they will know that they mean business when they come to work (Loughlin & Barling, 2001). Their work domains would be set in such a way that their values and principles are easily manifested through their actions, norms and procedures. Also their behaviors and undertakings would be carried out in such a fashion that their values and principles will be depicted on a consistent basis (Odom, Dunn & Boxx, 1991). Effects of Personality It is a fact that nearly all the employees have different personalities within the domains of an organization and thus it is a given that there will be differences within their linkages and interactions on a consistent basis. The need is to understand the different personalities and mesh the same in line with the organizational needs and wants. The personality issues need not be highlighted magnanimously for the sake of the company and it is best advisable to keep any such talk for a later stage. The personalities of employees count for little when there are other more pressing issues that need to be taken care of. The employees need to understand that their respective personalities mean for absolutely nothing within the domains of getting the job done, in an organization (Chien, 2004). It is usually a very interesting exercise to follow the dictum which has been going on for a number of decades now and allow the personality clashes to be settled in a more professional way. Petty talk and minor fights lead an organization to nowhere and thus these things could be avoided for the betterment of the organization in the long term scheme of things. Effects of Ethics Ethical considerations are at the heart of any organization. Organizational behavior depends a great deal on the way the individual employees carry out different tasks and processes in an ethical and moral fashion. This essentially underpins the very essence of an organization from a corrective stance. If the employees are ethically driven, there is little doubt that issues of unethical conduct and immoral procedures would make the rounds of any such organization. On the other hand, if an organization is known to be corrupt and ethically very weak, there is solid evidence that such an organization will come down on its feet sooner rather than later (Mowday & Sutton, 1993). Thus it is the responsibility of the top management to properly comprehend the fact that ethical domains would be understood in the best manner possible by the employees and that there are no shortcomings at all, within the said premise. The employees who are known to be ethically sound are usually the ones who achieve top positions within the companies of present times. These people are given higher ranks and better salaries than the ones who are unethical and immoral, not only within the organizational undertakings but also in their day to day conduct with office personnel, etc (Weaver & Trevino, 2001). Effects of Cultural Differences The talk of cultural diversity has started to get heard more and more now. This is because organizations are choosing employees who hail from diverse backgrounds, as long as they deliver the goods and get the job done. This brings to mind the element of effectiveness and efficiency within the global organizational domains. These people might hail from different backgrounds and regions of the world but they understand how the job will be done or how things will shape up within the future, as far as the organizational undertakings are concerned. And such initiatives are indeed of paramount significance as far as the work domains are concerned. This is because such measures ensure confidence within the people who have been recruited and gives them the privilege to give in their very best without the stigma of color, caste, creed, race or religion. Cultural differences will remain a very important topic within the organizational tenets and a better understanding within such settings is indeed a much desired phenomenon (Allaire & Firsirotu, 1984). All efforts must be taken by employees to guarantee that there would not be any biases and/or stigmas attached with the incorporation of employees who hail from culturally diverse backgrounds and that these differences will only remain as mere differences and nothing else, within the domains of an organization. Conclusion Thus different attributes of employees within the organizational settings puts them under all sorts of problems. However the need is to remain proactive as far as work is concerned and remain a little subdued whilst speaking of the personality issues. These must never be discussed at length within the work settings so as to avoid minor skirmishes every now and so often (Calantone & Lozada, 1996). Individual attitudes need to remain sound and positive, the values strong, the personality issues steadfast towards work alone, ethical domains to the highest possible standards and the cultural differences remaining just that – cultural differences and nothing else – all of this would essentially mean success for both the organization itself as well as the employees who work tirelessly for the sake of this very organization, day in and day out. References Allaire, Y., & Firsirotu, M. (1984, July). Theories of Organizational Culture. Organization Studies (Walter de Gruyter GmbH & Co. KG.), 5(3), 193. Retrieved January 27, 2009, from Business Source Complete database. Allen, Richard & Helms, Marliyn. (2002). Employee Perceptions of the Relationship between Strategy, Rewards and Organizational Performance. Journal of Business Strategies, Vol. 19 Calantone, Roger J. & Lozada, Hector R. (1996). Scanning Behavior and the Process of Organizational Innovation. Journal of Managerial Issues, Vol. 8 Chien, M. (2004, September). An Investigation of the Relationship of Organizational Structure, Employees Personality and Organizational Citizenship Behaviors. Journal of American Academy of Business, Cambridge, 5(1/2), 428-431. Retrieved January 27, 2009, from Business Source Complete database. Loughlin, C., & Barling, J. (2001, November). Young workers work values, attitudes, and behaviours. Journal of Occupational & Organizational Psychology, 74(4), 543. Retrieved January 27, 2009, from MasterFILE Premier database. Mowday, Richard T. & Sutton, Robert I. (1993). Organizational Behavior: Linking Individuals and Groups to Organizational Contexts. Annual Review of Psychology, Vol. 44 Odom, Randall, Dunn, Mark & Boxx, W. (1991). Organizational Values and Value Congruency and Their Impact on Satisfaction, Commitment, and Cohesion: An Empirical Examination within the Public Sector. Public Personnel Management, Vol. 20 Posner, B., & Munson, J. (1979, Fall). THE IMPORTANCE OF VALUES IN UNDERSTANDING ORGANIZATIONAL BEHAVIOR. Human Resource Management, 18(3), 9-14. Retrieved January 27, 2009, from Business Source Complete database. Robbins, S. & Judge, T. (2007) Organizational Behavior. 12th ed. New Delhi: Prentice Hall of India. ISBN: 978-0-13-243156-9 Weaver, G., & Trevino, L. (2001, August). OUTCOMES OF ORGANIZATIONAL ETHICS PROGRAMS: INFLUENCES OF PERCEIVED VALUES, COMPLIANCE, AND DISTRUST ORIENTATIONS. Academy of Management Proceedings, Retrieved January 27, 2009, from Business Source Complete database. Word Count: 1,343 Read More