Organizational Behavior and Impacts on It - Term Paper Example

Organizational Behavior and number submitted Organizational behavior is a field that borrows from multiple scientific and art disciplines to expand the understanding and knowledge of how individuals or groups behave in working environments. Cultural diversity in the workforce provides more opportunities for creative and innovative minds in the organizations, but can also lead to a political ambiance due to the differences they come with. Motivation is central to drive people to desired goals, by fulfilling both their intrinsic and extrinsic needs so that employees are satisfied, committed and focused on the jobs. Technological development and changing modes of communication provide organizations’ employees with timely and flexible communication despite the distances and physical barriers. Organizations define various authorities for employees, which on the other hand are expected to utilize the powers to influence individual behaviors, so they achieve the personal and organizational objectives. This document discusses how authority, motivation, virtual elements, emotional quotient, communication and cultures impact on organizational behavior either positively or negatively. Keywords: Organizational Behavior, Culture Diversity, Motivation, Emotions, Communication, Technology, Authority, Power, Employer, Workforce Introduction The behaviors of the organizations are influenced by the respective firm’s structures and human resources working in the environment of the organizations. As individuals or groups, their specific conducts impact the organization either positively or negatively. Since people interact with each other in their working environments and across the functional areas, both the organization and the people influence each other, forming new behaviors and experiences. For example, some companies experience low while others have high turnover; there is a high possibility that the variation lies with the individuals, groups and their interaction with the organization. Some people work in formal organizations, which are guided by strict rules and ethics and have a designed complex structure of the organization that aid in their exchange of information and interaction. Others work in informal organizations with simple organizational structures, which all determine the organizational behavior at the end depending on how employees relate with the organization. Thesis: Different factors like cultural diversity, personalities, values, emotions, motivational factors and communication in the organization influence the behavior of the organization in a number of ways. They all enhance managers’ knowledge in understanding how and why individuals or groups and organization experience or act in a particular manner and not the other. Impacts on the Organizational Behavior Type of culture Having experienced different working environments from one of the major multinational corporations, it is evident that the manager’s role involves addressing the concerns of different individuals with varying cultures. People come from different backgrounds, are raised up differently and instilled specific values and customs they hold dear. Due to personalities, religion, and traditions, employees in organization may share or vary in the cultures they bring into the organization. Pluralism: Over the recent decades, the migration of people to foreign nations in search for jobs increased rapidly than in after mid of 20th century. There is a large population of highly skilled people, most of who are shifting from developing and emerging countries to seek employment elsewhere. In just one international organization, it is very likely to find both people of African, Asian, American and European origins working or collaborating to deliver an organization’s objectives. The cultural diversity in organizations can generate both positive and negative effects depending on how it is managed, tackled and shaped up for use of the organization. When people of different cultures are put to work in team or groups and needed to solve a particular problem, they ensure they explore all the possible alternatives and make critics of each in the best way possible to make an informed decision. Sharing of information and building of new knowledge for the diverse group is also made possible. Moon argues that pluralism would promote an organizational culture that encourages different perspectives, critics and creativity in problem solving (1997). For example, my sales team employed different tactics generated by the members themselves to improve product and service sales. They would then analyze the period which they sold the most from the critics and adopt the tactic used then for future purposes. Dualism and salad bowl: Some organizations consist of a workforce divided exclusively into two cultures, especially based on nationalities and religions. As such, organizations have to respect and adopt specific cultures from the workforce. For example, the Christians festive season is usually a normal working period in the Arabic world; hence, if a large Christian population is employed in such an environment, the organization have provide them with holidays with respect to their beliefs and vice versa for Muslim community. Most nations today are dominated by these two faiths and organizations operating in these areas have to adjust based on the needs of the workforce. Other organizations have to code their standard behavior due to the large number of small and diverse cultures, which have to be integrated and allow coordination in the working environment. The variation of all these cultures (dualism, salad bowl and pluralism) can be exploited to be the strengths, but also the weakness of the organization. Because of the cultural difference in organizations, it could generate into political phenomenon and controversies in organizations whenever a decision has to be made. According to Ehimare and Ogaga-Oghene, in most organizations, as the cultural diversity increases, conflicts are likely to increase due to different expectations and perceptions, competition and favoritism of one group over others (2011). Modes of communication in the organization Communication is a crucial feature in any organization and facilitates disclosure and exchange of information between employees. Organizations set up and operating in local areas or in a single nationality may not experience the difficulties associated with interpersonal communication. This is because they may be communicating in their local official languages, which are acceptable in the region, as with the majority of population speak. However, international companies have to make adjustments in interpersonal communication, for they cannot afford to let go suitable and quality talents for the sake of language barriers. People of different races and ethnicities can communicate, exchange work related ideas and pass information through written and verbal means. When it comes to modes of communication, different factors including employees’ perceptions, interpretation and reactions determine the organizational behavior. Both written and verbal communication exists in workplace today to evade the communication barrier of employees. Previously, I worked with a few Chinese and German people in an environment dominated by whites; they spoke very little English, but communicated what they had using a combination of nonverbal cues, written means and a few spoken English words. The different modes of communication keep communication open and employees can communicate either horizontally or vertically with their superiors and in the departmental level. Technology has improved communication’s richness and promoted communication networks in the organization through CMC in teleconferencing, online chatting and social media like face book and twitter (Hellriegel & Slocum, 2009). The managers can nowadays assess employees’ performances remotely, instruct lower level supervisors and have dialogues to make informed decisions timely. Employees use this technology to pass information to a co-worker without necessarily having to leave their desks. Though CMC has become a managerial and organizational behavior, it can be manipulated to spread rumors and unethical information in the workplace. Verbal communication is common but not every word or cue may be interpreted the same by all employees. Some nonverbal and verbal cues could give different impressions to people of different cultures, hence being misinterpreted and could lead to conflicts. Nature of authority The performance of employees and how they handle and react to situations depends partially on the leadership, authority’s nature and structure of the organization. Each organization is structured in a way that there is a particular flow of power; those in command, delegating roles and those implementing them. Regardless of the type of authority, its major function includes directing people in firms to serve in various tasks and capacities. Authorities in organizations are powers vested to individuals in various capacities and have the potential to influence others’ acts and behavior (Sims, 2002). With the powers vested in them, leaders instill discipline and some behavior embraced in the organization or functional area. Authorities, staff and the leaders in positions use their authority to keep organization’s functions and duties running. Because of the authority they have, leaders can employ several tactics to influence employees to a particular desired outcome. Some leaders have encouraged punctuality in the organization by using the authority they have to reward or punish employees in this area. Lateness and delays in work without prior notification and apologies become an area with no excuse. Others have the authority to solve the conflicts, advice, or make final decisions to be implemented. As such, subordinates know the limit of what they can do, whom to request for information from, and consult in case of trouble. Managers operate in different levels of the organization (top, middle and operational levels). Those operating in the functional areas have the authority to inspect work and individual performances, and enforce a behavior of high commitment in employees for effectiveness. My former company had line authority, where authority came from the top level to the operational level. The organization had routine decision making behavior, which slowed down the process but ensured that in case of absence of the higher authority, the next in rank would assume the position. Great leaders with relevant authorities would influence employees to achieve set targets by being their role models and influencing overall performances. Motivational techniques Employees have different needs they need to fulfill at different times. The organizations operations need to stay running and be performed effectively, which needs the support of fully committed workforce. As employees grow in the organizations, their desires also tend to vary with time. While one is motivated by money, the other is motivated by factors such as recognition and power in the workplace. Hence, managers needs to conduct further investigation in the needs of the employees, before they decide on the method of motivation they use to influence their general performances and productivity. This is because poorly motivated individuals will have low job satisfaction, and hence the need to “determine the length of time they work, effort they put into the tasks and the quality and quantity they choose to deliver” (“Organizational,” n.d., p.27). Though motivation is supposed to drive employees into higher performances, if the rewarding system is deemed unfair, it could generate conflicts and more dissatisfaction. Most organizations strive to use both extrinsic and intrinsic motivational approaches to retain talents in the organization. Once a talent is spotted, management in companies attempts to develop it for future needs of the company. The experts become better each day and are promoted to higher leadership positions to guide others. In my work place, the common motivation techniques experienced in the sales department were the use of bonuses based on team sales and other legal intangible rewards (like medical and pension insurance). Employees were motivated to make more sales, hit targets and acquire higher bonuses. Some employees have medical conditions, others are single parents burdened with higher responsibilities to raise and cater for their children. Intrinsic motivational techniques like insurances for their health, kids’ education and medical cover, paid leaves and rotational jobs for mothers would fulfill their psychological needs and improve their involvement and focus in work for increased production. Use of technology, training and development programs, beside monetary incentives would enhance workers performance. Areas of EQ (emotional quotient) embraced by the organization. The demands in the organization’s production and performance cannot be separated with employees stress and the pressure they are expected to cope with. People have different abilities; and in their operations, they face numerous challenges that may alter their moods, emotions and relationships in the workplace. The managers and supervisors need to effectively know how to relate with their employees and understand their emotional composition to solve the existing problems. Above all, employees are required to improve their self-awareness and self-regulation for purposes of peaceful coordination in the workplace. My past employer used social skills to build strong relationships and networks for sales teams, allowing them to improve their problem solving and stress management skills in the team through open communication. Managers can also use empathy to reason with employees’ situations and inspire a progressive action. Employees in organizations can accelerate and control both their intra and interpersonal emotional quotient to utilize their SKA in production and decision making. Controlling the emotions of the employees could help enhance their engagement and prevent emotional associated conflicts and obstructions to change. Virtual elements Technological developments nowadays provide many options for performing firms’ tasks and accomplishing goals. Employers no longer have to provide too many resources in performing organization tasks. Some people prefer to work for their employers from their residential places, hence reducing the travelling allowances and working space in the employers’ premises. Organizations are saving high costs they would have used on these people, while the employees have flexible schedules and enough time for both their personal and organizational operations. A lot of work is being outsourced to other regions where labor and resources are cheap and available. A lot of data entry work in my former company had been outsourced from developing countries, where employees performed those functions online and delivered the full reports in time. Provided there is internet connection, employees and employers can communicate online and discuss tele-worked performances and reports. However, these virtual elements can be exploited for personal gains by the employees, if the organization has poor monitory services. Conclusion Both the humans and organizations influence each other and will eventually shape a particular behavior. If people come from cultures that promote positive behavior, they will influence the same in the organizational culture and vice versa. Well motivated employees would devote their efforts and commitment to the organization knowing their needs are well catered for. The modes of communication and technology development implemented in organizations would promote faster and reliable information sharing in the organization. The authority accorded to leaders in the organization also provide the power to influence people into better performing behaviors. All these factors aid the managerial function and can be managed and used to impact the organizational behavior in a positive manner. However, they could also be potential threats for the performance and production in the organization. Reference List Ehimare, O. A. & Ogaga-Oghene, J. O. (2011). The Impact of Workforce Diversity on Organizational Effectiveness: A Study of a Nigerian Bank. Annals of the University of Petroşani, Economics, 11(3), 2011, 93-110. Retrieved from http://www.upet.ro/annals/economics/pdf/2011/part3/Ehimare-Ogaga-Oghene.pdf Hellriegel, D. & Slocum, J. (2009). Organizational behavior. Manson, OH: Southwest Cengage Leaning. Moon, M. M. K. (1997, March). Understanding the Impact of Cultural Diversity on Organizations. Retrieved from http://www.au.af.mil/au/awc/awcgate/acsc/97-0607c.pdf Organizational Behavior. (n.d.). Retrieved from http://www.abahe.co.uk/business-administration/Organizational-Behavior.pdf Sims, R.R. (2002). Managing Organizational Behavior. Westport, CT: Greenwood Publishing Group. Read More