How Behavioral Management Perspective Relates to Organizational Culture - Literature review Example

How behavioral management perspective relates to organizational culture Introduction Behavioral management and organizational cultures are two concepts within an organization that relate within its operations. The two concepts support each other in respective ways. Behavioral management sees unto it that organizational culture is well phrased in an organization with its components organized to facilitate the running of the organization (Black 2003, p.123. The two correlate providing a comfortable environment in an organization for every party concerned (CliffsNotes.com 2010). This paper looks at the two concepts broadly, providing their meaning and co-joins them in their relations within the operations of the organization. It develops a clear perspective of how the two affect the productivity and running of an organization. Behavioral management perspective The behavioral management perspective often takes the name, human relations movement. This is because its approaches address human relations in the dimension of a work place (Thomas 2005, p.96). Behavioral theorists explain that a better understanding especially of human behavior at a work place, such as expectations, motivation, conflict, and group dynamics are the main elements important in improving productivity (Bucklin 2000, 27-75). Several prominent theorists have written on the human element especially in the workplace. Elton Mayo, Douglas McGregor, Mary Parker Follett, and Abraham Maslow address the issue by making contentions of behavioral management perspective. They contend that it is only through increased worker satisfaction that better performance in an organization can mature (Bucklin 2000, 27-75). Management concern for the employees’ working conditions generates relatively higher levels of satisfaction, in their explanation, behavioral management theory is the result in ensuring that these concepts apply. Elton Mayo (1880-1949), convinced that it is not through economic incentives that a working environment establishes some harmony (Thomas 2005, p.96). His argument explained that through incentives, organizations only realize partial individual satisfaction and motivation. His argument was that other factors externally within the work place are the subject of human relations (Bucklin 2000, 27-75). The behavioral perspective contributors advance the understanding of management by making emphasis on the individual’s importance within any organization. It perpetuates that through facilitating the individuals social needs, better subordinate-superior relationships and group processes, an organization can make huge outputs in its operations (CliffsNotes.com 2010). The behavioral management perspective in an organization, views the customers’ actions as determined by the situations or settings in which the element of consumption happens, rather than determined by internal mental processes for instance attitudes or intentions. Consequently, this makes it a task for management to shape the respective customer behavior by providing control of the immediate environment (CliffsNotes.com 2010). The whole concept is an approach to better the environment where consumption takes place. The behavioral perspective model argues that behaviors for instance choice of product or brand are determined by a consideration of two situational factors. One is the purchase of consumption setting as well as the reinforcement shown by features of the respective setting as per the determination of the consumer's history of learning. The perspective argues that the interaction of these two important factors explain the behavior of the consumer. The consumption setting has elements of social, physical, and temporal dimensions (CliffsNotes.com 2010). For example, a specific retail store in operation occupied by particular individuals over a given period in a day can explain one discrete setting. The brands and products within a particular setting signal negative or positive usage consequences relatively to a customer basing on his/her experiences with them previously. When a specific consumer experiences a relatively positive consequence because of a purchase, for instance the pleasant taste derived from a particular food brand bought earlier, this is one way of creating the right environment and boosting a reinforce to the customer’s will to come back (CliffsNotes.com 2010). Organizational culture Organizational culture is a concept in the management and Organizational studies field. The concept describes the experiences, beliefs, psychology, attitudes, and values of a particular organization. Another dimension defining the concept is, “the specific value collection and norm application that people and groups share in an organization setting and that are subject to controlling the way interactions happen between the members of the organization and the stakeholders of the organization (Thomas 2005, p.96).” The concept may also apply as ideas and beliefs about the kind of goals that organization members should pursue and other respective ideas about the appropriate standards of behavior in an organization setting in achieving the respective goals (Black 2003, p.123). Organizational culture is relative in facilitating acceptable solution and knowing the problems that members of the organization feel, learn, and set the principles therefore promoting high level of achievements (Evans 2008). Harrison (1994) argued that the Organizational culture varies based on the power structure, role, and the capability of an organization to manage issues. The managers of the organization have an effect in the organizational culture of an organization. For instance, in United States, many organizations structure their organizational culture depending on the national cultures of their managers. American cultural values affect companies like IBM, Exxon Mobil, and DuPont (Black 2003, p.123. Another major example is the Japanese cultural values that influence Hitachi, Sony, Mitsui, and Nissan. The respective organizations bring along “cultural baggage” in the respective organization’s form of systems, techniques and procedures very similar to their country of origin wherever they transact business and continue in their daily functions (Thomas 2005, p.96). For instance, Japanese culture puts a major concern on the collectivism, with a life-long commitment applied in the organizations from the samurai spirit application in their workplaces. For the American corporations, they place emphasis on individual reward systems rather than existing group rewarding. Abraham Maslow (1908-1970) as a support of the theory or organizational culture claims suggests that human beings motivation is emergent of his fulfillment of their needs existing in a hierarchy. At the bottom-most component of the hierarchy is human physiological needs including food and shelter. The satisfaction of these basic needs is the starting point of motivation therefore; the individuals in these circumstances develop internal motivation that guarantees their performance in the organization. The lowest level satisfaction indicates to the individuals a possibility of satisfaction of higher-level needs for esteem, safety, love, and self-actualization. The organizational culture concept therefore has to do with a contention of needs satisfaction in individuals and employee motivation (Black 2003, p.123). Organizational culture develops two emergent types of cultures said to exist in organizations including string and weak cultures. For strong cultures, the staff responds directly to stimulus because of individual alignment to organizational values (Thomas 2005, p.96). This is where the cultures aid the firms in operating as well-oiled machines. For the weak cultures, the situation in the organization involves little alignment of the individuals with organizational values therefore forcing control exercise that uses procedures and bureaucracy (Evans 2008). How Behavioral Management Perspective and Organizational culture relate Behavioral management and organizational culture go hand in hand in the process of the organizational operations. With behavioral management taking the form of human relations in an organization, it stipulates that it determine the organizational culture of the organization (Bucklin 2000, 27-75). It is through facilitating better behavioral management processes that elements of organizational cultures including value collection and norms application that people, and groups share in an organization setting, conform to their expectations. With proper behavioral management perspectives, an organization realizes a sound environment with a comfortable organizational culture for everyone. This way, the organization can operate freely and in better terms with its goals and objectives as stipulated in its operations (Thomas 2005, p.96). Better understanding especially of human behavior at a work place, for instance expectations, motivation, conflict, and group dynamics are the main elements in behavioral management perspectives (Thomas 2005, p.96). The same concepts within the work place determine how the organization culture of that organization structures and how better it is for everyone. For example, management of individual conflicts in an organization is the aspect of behavioral management but also contributes to creating a better organizational culture (Black 2003, p.123. In behavioral management, customers’ actions are viewed as determined by the situations or settings in which the element of consumption happens (Thomas 2005, p.96). This situations and settings are wholesomely what can be defined as the organizational culture of that given organization. Customers tend to develop an interest in an organization because of its reputation of which, the reputation building comes from sound and fair organizational culture (Bucklin 2000, 27-75). For instance, internal wrangles of an organization will only make things worse because the employees extend their emotions to the customers therefore degrading the success of that organization. Therefore, we can say that these two terms are the most important in improving productivity within an organization and generating its success (Thomas 2005, p.96). Conclusion Organizational culture and behavioral management perspective are necessary in any type of organization. They are a great determinant of the progress of the respective organization. One element compliments the other in sustaining smooth running of the organization as well as boosting its success. Therefore, companies and organizations should learn how to merge the two and facilitate their goal attainment. Advancement in productivity for the organization should be upheld by looking at the quality of work life for the employees within the organization. Motivation is the key in maintaining the two concepts and ensuring that they work together to the advantage of the organization. References Black, J 2003, Organizational Culture: Creating the Influence Needed for Strategic Success, London: UK, p.123 Bucklin, B 2000, "Industrial-organizational psychology and organizational behavior management: An objective comparison". Journal of Organizational Behavior Management, 20 (2): 27–75 CliffsNotes.com, Behavioral Management Theory, 17 Mar 2010 Evans, A 2008, “Target Zero: A Culture of safety”, Defense Aviation Safety Centre Journal 2008, 22-27, http://www.mod.uk/NR/rdonlyres/849892B2-D6D2-4DFD-B5BD-9A4F288A9B18/0/DASCJournal2008.pdf Thomas, G 2005, Organization Development and Change, eighth Ed., Thomson South-Western, USA, p.96 Read More