Many organizations that command a massive market share in their areas of operations have put in place organizational behaviors that work to their advantage. This essay gives a detailed explanation of organizational culture, organizational behavior, diversity, and communication.
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It also undertakes to describe each of these concepts’ observable aspects. It will also give a brief analysis of culture and behavior in an organization of choice.
Organizational culture entails values, both cultural and personal; the experiences of a people; psychological endowment; and attitude of persons that belong to an organization. It is founded on the values that people or groups that belong to a particular organization cherish and how these values impact the way they interact with people outside that organization (Schein, 2004).
There has been no consensus on what exactly should be the definition of organizational culture. However, there is unanimity on aspects touching on its holisticity, its social construction, and its historical nature.
Organizational behavior involves study of behavior of persons that belong to a given organization or a business enterprise. Such studies are done using systems approach where aspects of how people relate to organizations are brought into perspective. This approach is supposed to enhance better relationship between the people and the whole organization.
It also helps in attaining organization’s human and social objectives. Organizational behavior indeed integrates aspects of individual human behavior, change, and leadership (Davis, 1967).
Organizational behavior boasts of its inherent elements, models, and social systems. An organization can operate out of myriad organizational frameworks. Autocratic organizational model is where much power is vested on the managers. Employees are left with no option but to be obedient.
Custodial framework entrusts the managers with the responsibility of looking after the economic resources where as employees are oriented towards organization security and benefits.
Collegial and supportive organizational frameworks are other examples of organizational frameworks. These organizational frameworks normally overlap and it is absolutely impossible for organizations to run exclusively on one type of framework.
On countless occasions, many people have taken organizational diversity to imply equity at work place. However, its meaning is not only limited to the confines of equity but it also encompasses creation of environmental values and differences while maximizing individual employee potential.
This helps in enhancing employee creativity and innovativeness. A satisfied employee will offer quality services to the customer. This will translate into increased productivity in an organization. Organizational culture adopted by a corporate body should be one that supports its diversity (Laura, 2005).
This calls for integration of elements such as needs analysis; goodwill from the organization’s management and administration; education and training of the staff; revamping of organization’s culture and its management system; and continual evaluation exercises (Axley, 1984).
An organization that I was once attached at had a system where a close relation with the customers was highly emphasized. Autonomy and entrepreneurship were also highly emphasized. The organization put into place strong corporate values and emphasizing on what they do best and adopted both centralized and decentralized organization forms. Besides, the management was open to change.
Culture is a very important element of any organization because when an organization does not possess a healthy culture, it can encounter several challenges in its daily operations. Culture is important in decreasing employee turnover. It helps in altering the employees’ behavior, improve the company’s image, and generally improve service delivery towards achieving the goals and objectives of the firm.
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Axley, S. (1984). Managerial and organizational communication in terms of the conduit metaphor. Academy of Management Review, 9, 428–437.
Davis, K. (1967). Human relations at work: The dynamics of organizational behavior. New York: McGraw-Hill.
Laura, M. R. (2005). Changing Faces: Professional Image Construction in Diverse Organizational Settings. Academy of Management Review, 30 (4), 685 711.
Schein, E. H. (2004). Organizational culture and leadership. San Francisco: John Wiley & Sons.