Elements of Organizational Behaviour - Essay Example

Organizational behaviour The industry The UK consumption expenditure continues to grow accordingly. The pressures from the competing participants in the industry prove a remarkable factor in shaping the growth of each organisation or company undertaking business in the clothing retail business. Notably, the employment factor within the textile industry, clothing and all wears is a major element for consideration for the participating organisations. Thus, human resource management proves a remarkable factor of success concerning the growth and expansion of this organisation.

With the present size of our organisation, the twelve stores across the country in the various cities are proving few compared to the rate of demand and the market available for the expansion factor. The internal elements of the organisation that define the expansion parameter include the organisational behaviour and the key concepts incorporated in the evaluation of the organisation for the growth expected in the organisation. From the multiple perspectives of this organisation, the relation of the organisation is an essential factor.

Additionally, the micro organisational aspect, which is the factors of individual and group dynamics within the setting of the organisation also reflect significantly. Culture The concept of the organisational culture is elemental in the growth of this organisation. From the theoretical perspective and the understanding of the group dynamics, organisations usually present either the managerial or the social science perspectives towards the culture developed by the organisation. This organisation prides in the established understanding of the diversity within its managerial continuum, and this proves a key aspect of concern in the expansion process.

Notably, this organisation operates from the managerial position that there exists a unified culture with established values that the organisation controls, manages and measures accordingly. Thus, the management being a top-down structured management chain; it is extensively reliant on the established rules and regulations defining the culture of the organisation. Further, the understanding of the employee's perspectives, this culture of the organisation will affect the relation the employees create towards the organisation as it engages in new market grounds and finds new employees from diversified cultures (Organizational Behavior, 2013).

Thus, the organisation ought to factor some elements of the social science perspective, where the employees will establish a new culture of the organisation as they interact accordingly with each other. This will also eliminate aspects of friction as the new employees engage the current employees while providing the human resource for the new stores. Perceptions and attitudes The factor of the perceptions and attitudes borrows from the established personalities of each of the individual employees entailed in the organisation.

There are different personalities within the organisation, some including the extroverts, who are the people that draw energy from engaging others in the social setting while others are introverts that gain and establish their energy from within (Levi, 2011). The controversy in the organisational expansion will result in that the introverts have difficulties as the social situations around them drain the off their energy. Thus, in this concept, the organisation will face challenges managing the individual attitudes of each employee within its structure a factor that will require extensive team building for cohesion.

Thus, the employees with varied perceptions will be absorbed in the organisation objectives respectively. Motivation and Team working A team entails a group of people that coordinate in doing activities towards achieving a common goal. The objective of the organisation in this circumstance remains the core goal that the employees need to achieve. The organisation has the challenge to establish the structures that facilitate team building as well as motivation for the current employees while factoring the new employees required for the expansion process.

The challenge currently is that the organisation only works with semi formal teams, whose concentration is local within the given stores. Thus, with the expansion of the organisation to several other stores, the challenge will be that managing structures will significantly begin to vary. This may result in disintegration of the organisation accordingly. Therefore, reflecting in this perspective, organisation motivation of the employees and team building will intensively impact the group dynamics of the organisation (Stacey, 2011).

The approach to the core elements of employee motivation are and such include the use of incentives and other related packages to keep the employees motivated towards the goals of the organisation, as well as their personal growth (Robbins & Langton, 2011). Team building should incorporate the entire organisation and its stores, adopting elements such as annual employee programmes for team building and exchange programs within the varied stores to keep the organisation in one course towards its objectives.

Communication Communication is most significant within the context of the established organisation, its current stores growth and future prospects in the market. The organisational behaviour, all other components of the behaviour relies on the communication structure of the organisation. Notably, the structure of the organisation is a top level, meaning that communication is through structured channels and in a formal manner (Ranganayakulu, 2005). Thus, this regulates the process of communicating varied information within the organisation.

The key information needed to pass across the organisation, depending on its sensitivity and the outcome expected, the organisation selects the most appropriate communications channel and the person to convey the message. Therefore, in the approach to the current challenge of expanding the organisation, I believe the organisation is well equipped in terms of its communication structure and management. The communication process will be successful in the entire changeover process. Strengths and weaknesses of the organisation The organisation is reliant on the current base market share it enjoys.

The twelve stores it has are doing extensively well, and this is the reason for the decision to take the organisation a notch higher by increasing its store count. This is the most notable strength of the organisation. Another aspect that the organisation takes as strength is the notable growth in the clothing retail industry in UK. Notably, the UK clothing market is extensively conscious of elegance and class, a factor that gives the organisation a vast platform for investing and expanding its operations (Derrick, 2005).

Further, the market is also growing steadily ; hence, the organisation will draw strength in this factor. The organisation seeks to capitalise extensively on the market share, and the growing trend of the UK clothing industry to establish further growth and ward off the competition in the industry. The weakness of the organisation in the industry entails the limits in stores compared to its competitors. The competition, especially key stores have vast store count across the cities in the country.

Additionally, the organisation count in employees is few compared to the need. The organisation needs to increase its employee count to manage the demand and increasing customer base within its stores. Further, the organisation faces challenge in that it has not fully adopted the factor of technology in engaging its consumer base accordingly. The organisation, although having a wide customer base, it relies on the traditional marketing strategies. This limits its ability to reach vast markets available for its exploration.

Therefore, the organisation ought to engage accordingly in all channels available for further growth. References Derrick, S. (2005). CLOTHING. Incentive Business, , 45. Retrieved from http://search.proquest.com/docview/227237656?accountid=458 Levi, D. (2011). Group dynamics for teams. Los Angeles: SAGE. Organizational behaviour. (2013). Reference and Research Book News, 28(2) Retrieved from http://search.proquest.com/docview/1322459005?accountid=458 Ranganayakulu, K. C. S. (2005). Organisational behaviour.

New Delhi: Atlantic Publishers. Research and markets: UK clothing retailing market update 2014. (2014, Apr 09). Business Wire Retrieved from http://search.proquest.com/docview/1513842180?accountid=458 Robbins, S. P., & Langton, N. (2011). Organizational behaviour: Concepts, controversies, applications. Toronto: Prentice Hall Canada. Stacey, R. D. (2011). Strategic management and organisational dynamics: The challenge of complexity to ways of thinking about organisations. Harlow, England: Financial Times Prentice Hall.

Trends in consumer behaviour and the global clothing market. (2005, Oct 13). Business Wire Retrieved from http://search.proquest.com/docview/445344617?accountid=458