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Material Summary of Organizational behavior

Organizational behavior is a study that deals with the analysis of group impact, individuals and structures in the organization with a view of using the knowledge gained in improving the organization. In chapter one, organizational behavior is linked to disciplines like sociology, anthropology, psychology and social psychology. The disciplines assist in gaining interaction and interpersonal skills as well as solving conflicts in the organization. The chapter analyzes the importance of managers having interpersonal skills in carrying out their duties. These duties are fourfold; i.e. controlling, organizing, leading and planning. The interpersonal and communication skills will assist in achieving the organizational goals and in the resolution of disputes. The manager, therefore, must possess technical, human as well as conceptual skills. The chapter informs us that Successful managers are good in networking while effective managers are good communicators. The skills are also necessary for the manager to tap the opportunities in the organization as well as handle challenges in the organization i.e. globalization. This chapter in brief requires an effective manager to combine systematic study as well as intuition in solving problems.

Chapter two addresses the essence of emotions and moods in the organization. Darwin, for example, argues that they help in survival problem solving. These instincts and dispositions arise from social activities, stress, the day and time of the week, sleep, exercise, age, gender and an individual’s personality. Emotions and temperaments have a great influence on the employee’s work performance and should, therefore, be given much consideration. Leaders in the organization must possess emotional intelligence skills to perform proper employee selection, decision-making, motivation, and leadership. The chapter informs us that behavior predictions in the organization will be less accurate should emotions be ignored. Emotional intelligence is essentially the ability to monitor one’s emotion and that of others to guide one’s thinking and actions. 

Chapter three expounds on the importance of emotional intelligence in enhancing leadership and performance in the organization. Emotional intelligence has four domains, namely, self-awareness, self-management, social awareness and relationship. Social awareness and relationship management consist of six core areas that include: inspirational leadership, influence, developing others, change, conflict management and collaboration.

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The fourth chapter of the course addresses the essence of motivation in an organization. It elaborates the motivational theories and how they apply to the system. As a result, now it is possible to envision the company’s performance accompanied with an effective motivational system encouraging each employee to contribute to the company’s success. The theories include: Maslow’s theory of needs, Mc Gregor’s theory X and Y, Herzberg’s two-factor theory and Mc Clelland’s  theory of need. The study also provides an understanding of the modern theories of motivation that comprise, the goal setting theory, the reinforcement theory, the equity theory and the expectancy theory. Under chapter four, motivation refers to the process accounting for the intensity, persistence and direction in achieving the organization’s goals. Chapter five expounds on motivation by providing various incentives to be used. The incentives include involving the employee in leadership, good pay based on a proper remuneration structure, proper allocation of jobs, work alternatives and other flexible benefits. These incentives boost the employees’ performance and in return leads to the organization’s success.

Evaluating statements or judgments concerning people, objects or events is also a critical aspect of organizational behavior. It is the attitude, and the sixth chapter discusses its impact on business. The job attitudes’ are job satisfaction, job involvement, and psychological empowerment. Job commitment, organizational support and employee engagement. If the employees are dissatisfied with their job, they may want to leave the organization or allow the conditions to worsen thus causing harm. The salary is not always enough to motivate workers and; therefore, the manager should strive to use other means to avoid absenteeism, crimes at work and lowering the organization’s turnover. Managers should, therefore, watch at the employee’s attitudes as they may cause problems within the organization or encourage deviant behavior.

Teamwork is also essential in achieving the organization’s goals. Under chapter seven, assists in the involvement of the workers in decision making and the democratization of the organization. These teams may comprise, problem-solving teams, cross-functional teams, self-managed work teams and virtual teams. The teams, however, only perform well when trust, estimable reward, and an efficacious leadership structures exist. The selection of a good team is on the basis of ability to work independently, the variety of the skills and the significance of the team.

Chapter eight evaluates how creativity influences the growth and development of a company. Creativity is an act, a concept or product that changes an existing domain into a new one. In the expansion of business, it is indispensable to define and understand the challenges affecting the success. These problems are either open-ended or close-ended. Business problems include but not limited to the situations that call for extra hard work, unanticipated events and lack of resources. Therefore, creativity takes in positive traits, imaginative thinking, mental involvement and methods of solving the difficulties. An organization should have an inquisitorial mind that produces a better product of thought. Notably, creative thinking without an inventive output is simply negative thinking. Any organization ought to appreciate that creativity leads to innovation.

The last chapter explicates how negotiation is an art of realizing an agreement by solving differences through ingenuity. The negotiation process takes in a style, an outcome and principles. A style can be quick or deliberate. A quick style encompasses a speedy negotiation with no future expectations of communicating again with the same people. On the same note, cautious style implicates cooperation and relationship building to reach a settlement. It is useful in long-term relations. There is a better opportunity of getting a better result if an organization predetermines the outcomes before the negotiations. Therefore, business results can be realistic, acceptable or despicable. In any corporation, the principles relate to establishing an agenda, interconnecting in every matter and being creative. A negotiation model embraces investigation, presentation, bargaining and agreement. As a good negotiator one ought to be creative, versatile, motivated, and having the capability to walk away when necessary. 

In conclusion, organizational behavior plays a vital role in shaping the success of a company. Analytically, the article illustrates the definition of organizational behavior and the effect of feelings and dispositions in an organization. Also, it summarizes the how emotional intelligence assists an organization to generate a flexible structure of regulating personnel. It further explains the essence of each motivational model in the place of work.  Moreover, it expounds on the fundamental values of applying theoretical contextual of the motivational system in the workplace. It also deals with the subjects of job satisfaction, the role of working teams, creativity and negotiation in an organization. All these factors influence the productivity of any business.

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