Efficient Modes of Altering Organizational Behavior - Thesis Proposal Example

RESEARCH PROPOSAL ON THE EFFICACY OF MODES OF ALTERING ORGANIZATIONAL BEHAVIOR Table of Contents Research Statement and Hypothesis 3 Introduction The success as well as competence of overall organizational behavior is what classify accomplishment or collapse for any business. Mostly, the organization discovers that its behavior is not heading towards success and, as a result, has to be altered. Not surprisingly, the organization’s management will try to classify a fresh set of preferred behaviors and come up with a plan that initiates enhanced organizational behavior. Whatever the ultimate preferred behavior is, some of the organizational change behaviors are essential to execute the alteration. Top executives take the decision to carry on, discover the desirable preferred behaviors, generate the plan, and offer the capital for the change program. Middle management mostly makes “actionable top management’s plan” (Robbins & Judge, 2010, p. 89) and then executes the plan. Directors go along the plan’s lead as well as assist the workers in their efforts to perform in the needed way. Workers perform the preferred behaviors that expectantly bring about enhanced efficiency as well as competence and offer the response regarding how the plan has to be adapted to develop the organization’s capability to act in the innovative manner. These days, managers must recognize as well as apply the understanding of behavioral psychology in addition to the examples from intellect to deal with organizational behavior change productively. In the earlier period, efforts on behavior change that has concentrated on the structural phases of organizations have scientifically failed because they have ignored the reality that modification does not take place without individuals altering their view, attitude, and behavior. It has been well known in psychosomatic research that a stressful psychological condition starts when individuals find that their values are contradictory with their acts - something known as cognitive conflict. The implication for this discovery for organizations is that if employees have faith in its general use and it is in accordance with their personal life goals, they will be likely to modify the behavior. Employees must as well appreciate the function of their actions in the “unfolding drama of the company’s fortunes and believe that it is worthwhile for them to play a part” (Duncan & Covey, 2012, p. 122). It is not sufficient to inform human resources that they will have to do things in a different manner. Anybody leading a key change plan should take the time to “think through its story” (Duncan & Covey, 2012, p. 123) - factors that make it worth doing - and to make that story clear to the entire group of employees involved in making change to take place, so that their inputs seem right to them as individuals. Research Statement and Hypothesis In this regard, the researcher will put efforts to identify the efficacy of conventional mode (command and control) of management to alter organizational behavior. Particularly, following are the hypotheses that will be the basis of proposed research: HO: The conventional “command-and-control” way of management does not cause effective changes in organizational behavior. H1: The conventional “command-and-control” way of management causes effective changes in organizational behavior. Justification of Research Any known change strategy has to bring about a fresh set of distinct individual behaviors that jointly produce organizational behavior that is more helpful and capable in attaining its stated objectives. What new behavior is particularly required relies on the competitive situation of the organization in addition to its effectiveness in acquiring its outcome. ‘Organizational designers’ generally think that reporting arrangements, administration and functional procedures, and measurement processes - setting objectives, assessing performance, and offering monetary as well as non-monetary incentives - must be steady with the organizational behavior that employees are requested to embrace. When the organization’s objectives for new behavior are not strengthened, workers are less likely to implement it constantly; for instance, if executives are recommended to give extra time in training subordinates but training does not form the performance scorecards of executives, they are not likely to take it seriously. Literature Review In view of the fact that organizational behavior is the collective sum of individual behavior, the change instrument should deal with it suitably. Conventionally, guidance has been the only most applied instrument for changing organizational behavior. Unfortunately, guidance, “in and by itself, is very ineffective in changing organizational or individual behavior” (Spector, 2009, p. 102). Changing organizational behavior is a broad procedure that incorporates recognizing the preferred organizational behaviors employees are to carry out and forming a change plan that sets in motion the performance of the fresh behaviors. These behaviors as well as the plan are viewed within the strategic plan that offers a noticeable and actionable plan for the entire workforce. From the strategic plan, each staff member gets an understandable outlook of the organization’s goals in addition to an unambiguous and brief view of what the staff members are needed to do accordingly. The aptitude to form transparency and harmony regarding the goal and the procedure to accomplish that goal from either a business perspective or an individual approach is positioned in and resulting from the strategic plan of the organization. As the preferred behaviors are recognized and incorporated within the strategic plan, an organizational evaluation will be carried out on three fronts. The first front will review the capability of the entire workforce to carry out the new behaviors. It tries to find the expertise or information gaps that employees have that would limit them from identifying how to act in the preferred way. Besides, this assessment will check the level that these employees are prepared to change. The second evaluation front will view the infrastructure of the organization and search for the organizational components that either restrain or avert the fresh behaviors from being followed. What the organization’s management wants to do is produce an infrastructure that facilitates - not restrain - employees to act in the desired manner. The third assessment front will concentrate on the things that “reward or reinforce, either positively or negatively, the demonstration of the desired behavior” (Jones, 2012, p. 64). These points do not influence the proficiency of the individual workers within the organization nor allow people to act in the suitable manner. The behavioral “reward and reinforcements” (Jones, 2012, p. 64) offer the appropriate opinion to employees regarding whether their behavior is suitable or not. As soon as the gaps in proficiency, infrastructure, or behavioral corroboration are recognized, the top executive group can assist the expansion of a training and development plan that removes the proficiency limitations. Additionally, an organizational and development plan can as well be formed that modifies the infrastructure’s capability to facilitate employees to behave in the new way. The last phase is of execution. The new behaviors have been marked, the plans for expanding the competency of employees and for forming the infrastructure and behavioral reinforcers is prepared. With these change plans ready, executives state the aims and anticipations for human resources, build a perceptive regarding necessity of change in organizational behavior, form a perceptive about the change plan, and then carry on with its realization. “As the plan unfolds, one expects the new behaviors to be displayed with increasing frequency and effectiveness” (Caswey, 2011, p. 211). As they are displayed, administration assesses the success, competence, and performance rate of these behaviors and works consequently to adjust the plans or policies. For the strategic process of organizational behavior change to be successful, the following factors must not be ignored: (1) Easing the process of strategic as well as tactical planning; (2) organizational analysis to recognize gaps within organizational efficiency, competence, or developmental policies. Thirdly, factors include recognition of required organizational behavior; (4) facilitation of behavior change arrangement; (5) evaluation of proficiency improvement needs; (6) evaluation of the companys infrastructure, behavioral corroboration traits, and procedures; and (7) training, assistance, and appraisal of the behavioral change plan. All of these aspects are methodically dealt with to assure that workers develop the capability to perform and they are allowed to do that in planned and controlled manner. The behavior of the entire organizational will enhance as the “individual pieces” (Schermerhorn et al, 2003, p. 273) collaborate through skill development as well as performance enablement. Methodology To find out the amount of respondents that will be requested to contribute and provide information concerning the study, convenience sampling will be applied. Convenience sampling involves interviewing those who actually experience the event. Surveys will be the primary method of data gathering. Internet surveys would also be used as primary source keeping in view that they are less time consuming for researcher and respondents as well. Book, journal articles, and previous research will be used as secondary sources of data gathering. Expected Outcomes The conventional “command-and-control” (Schermerhorn et al, 2003, p. 222) way of management does not cause permanent changes in behavior. The more the senior management tries to convince employees that it is right and they are wrong, the more they repel. The mind will attempt to guard itself from intimidations. “The brains are so complex that it is rare for people to be able to see any situation in exactly the same way as someone else” (Schermerhorn et al, 2003, p. 222). The way to cope with this situation is to help employees in coming to their own resolution. Conventional change in management approaches within organizations is based more on “animal training than on human psychology and neuroscience” (Hughes & Terrell, 2007, p. 143). Leaders guarantee additional benefits and promotions for those employees who follow the changes, and penalize those who do not with less important jobs or even joblessness. This type of administrative attitude “flies in the face of evidence” (Hughes & Terrell, 2007, p. 144) that proves that employees primary incentive within the workplace is personal interest towards their service, a good atmosphere to work in, and satisfying associations with their supervisor as well as coworkers. Works Cited Caswey, T. F., Deszca, G. and Ingols, C. A. Organizational Change: An Action-Oriented Toolkit. Second edition. Sage Publications, Inc, 2011. Duncan, R. D. and Covey, S. Change-Friendly Leadership: How to Transform Good Intentions into Great Performance. Maxwell Stone Publishing, 2012. Jones, G. R. Organizational Theory, Design, and Change. Seventh edition. Prentice Hall, 2012. Hughes, M. and Terrell, J. B. The Emotionally Intelligent Team: Understanding and Developing the Behaviors of Success. Jossey-Bass, 2007. Robbins, S. P. and Judge, T. A. Organizational Behavior. Fourteenth edition. Prentice Hall, 2010. Schermerhorn, J. R., Hunt, J. G., and Osborn, R. N. Core Concepts of Organizational Behavior. Wiley, 2003. Spector, B. Implementing Organizational Change: Theory into Practice. Second edition. Prentice Hall, 2009. Read More