Organizational behavior involves the study of people within an organizational setup. The research focuses on the many reasons for studying organizational behavior. The research also focuses on the theories in practice within the organization. Understanding organizational behavior and the theories in practice aid in the accomplishment of organizational goals.
The organizational behavior theories will help the managers and other persons concerned have a better understanding of the diverse cultures, temperaments, likes, and dislikes of line and staff personnel within the organization.
Likewise, the organizational behavior theories generated from studying actual practices will help persons expand their career successfully by maximizing the potential of each person under one’s leadership. The theories will help one effortlessly persuade the people to do one’s bidding or instructions. The theories will equip the organizational behavior learner to be adept at all organizational environments such as dynamic, complex, shifting, and challenging work endeavors (Shermerhorn 2010).
Further, the theories will teach the organizational theory learner the best way to communicate to each person within the organization by taking into consideration the person’s gender, race, ethnicity, age, capacity, and educational background.
For example, the engineer can easily communicate with a fellow engineer by using engineering terminologies in an engineering organization. A doctor can use medical terminologies to communicate with a doctor in a hospital organization. The musician can communicate with another musician using musical notes and other musical terminologies in the music organization (Shermerhorn 2010).
In a current event situation, the accountant can easily communicate with another accountant in an accounting organization. The accountant can effortlessly discuss to a fellow accounting employee how the client has generated enough revenues by maximizing profits.
The other accountant can also discuss to another accounting partner the possibility of increasing the allowance for doubtful accountant to ensure that uncollectible accounts will be shown in the financial statements. The client will be eager to learn from the accounting firm’s representative that the client can increase its revenues by setting up a branch in another highly saturated community (Miner 2007).
For example, accountant can understand each other in an accounting environment. The accounting staff can easily generate financial data from the clients and other employees in the accounting department because all the employees understand each other.
This is the very essence of organization behavior. In the same light, the accounting staff can easily communicate with another accounting staff with the intention of synergizing their efforts to lessen the time spent to produce the client’s financials statements. In addition, the secretary can coordinate with the accounting staff in order to help in the preparation of the encoding of the accounting transactions (Miner 2007).
In another situation, the client’s manager must use organizational behavior theories to let each subordinate know the expected output. The manager can visit the accounting firm’s research department to discuss the probability of setting up a new shop in another busy community. Consequently, the research department head can comfortably person the research staff to make a feasibility study that would cater to the client’s need to know if the proposed new branch will generate net profits.
In turn the research head will gather a team of five or more researchers to gather data needed to prepare a projected balance sheet, income statement and statement of cash flows. The research leader has to have a good relationship with the research staff. The leader may have to learn the culture, likes and dislikes of each member of the research team to be able to get along with the research subordinates. In turn, the subordinates have to learn to get along with the other members of the research team (McShane 2003).
The effective manager leads an enthusiastic subordinate force to consistently achieve high production and quality output. The output often surpasses established benchmarks. For example, the employee who is often reprimanded when uncalled for may be discouraged to work in the company.
The employee who is given a very high unachievable benchmark may prefer to exit the organization and look for greener pastures (less stringent) to work for. The manager will create a work situation where the subordinates will be eager to accomplish each task assigned. In addition, the successful organization’s manager can maximize the abilities and talents of each member of the organizational workforce to accomplish organizational goals and objectives (McShane 2003).
The manager will use organizational theories to synergize the organizational team members. The manager will use the theories to make each team member complement each other to increase production and marketing outputs.
This can be done by ensuring that each member is selected based on one’s capability and personality in terms of helping the other team members accomplish the organization’s tasks and goals. The company would not want to hire a workplace bully for he or she would surely disrupt the profitable harmony within the organization (Hollenbeck 2009).
The managers will use the organizational behavior theories to maximize the ability of the labor force to achiever revenue targets. To accomplish this, the employees will have to be trained to prioritize organizational goals over personal goals. In addition, the employees must learn the organization’s mission and vision by heart.
Next, the employees should be given a list of instructions or tasks to be complied within their assigned time period. The list may include each employee’s job responsibilities. The list may also include the company’s policies, procedures, and other work –related information. The list will guide the employees in their quest to accomplish organizational goals and objectives (Hollenbeck 2009).
In terms of management functions, management must learn to plan, organize, lead, and control the subordinates to ensure organizational success. The managers must explain each plan in a very cordial way to each employee; the employees will be more than eager to implement each step in the manager’s plan if the employees are made to feel important.
The manager must learn to use tact in organizing the people to perform each synergizing task in the accomplishment of organizational goals; a Chinese employee may feel more comfortable working beside another Chinese employee because they have the same cultural background. Likewise, the Korean manager will feel at ease organizing a team of Korean subordinates because they speak the same language and grew up with the same cultures.
In addition, a female employee would feel comfortable working beside another female employee. However, there are exceptions to the general rules on organizational behavior. The Japanese manager may feel comfortable leading Japanese subordinates within an organization because they have the same work ideologies. Further, the Canadian manager may feel comfortable controlling Canadian subordinates (Kreitner 2006).
In addition, organizational behavior theories teach managers to be result –oriented. The same theories will create opportunities for each individual and group to make high level performance outcomes in all job responsibilities in an enthusiastic manger. To accomplish this, the manager’s mastery of organizational behavior theory will aid the manager to ensure that each subordinate is satisfied with each assigned task and gets an important role in the accomplishment of group or department goals.
The manager will learn to assign the most effective person to accomplish a job. The manager will hire people who have the minimum academic qualifications to finish an assigned task; the engineer can be hired to design a grocery store. In turn, the managers will use the organizational behavior theories to ensure that each subordinate will prioritize organizational commitment (Kreitner 2006)..
Further, learning organizational behavior theories will teach the managers inculcate ethical standards in each subordinate. Ethical standards include doing what is right in each situation. For example, a person will learn that it unethical to bribe the supervisor to give a high production performance grade. Likewise, it would be unethical to declare that one is present during days when one is absent. In addition, the employee may reduce the quantity produced because one has already reached the daily quota or benchmark.
This normally occurs when the benchmark is set at an easy level. Consequently, the manager must increase the benchmark to a more realistic level. Each manager must be able to oversee the organization as a whole and to resolve any obstacles to accomplishment of the organizational goals and objectives by encouraging the employees to give their best in each job responsibility (Hartman 2001).
Thus, the managers will have to master organizational behavior theories in order to adapt to any unexpected predicament within the organization. The manager will have to know how to persuade the lackluster employees to improve their performance. The manager must know how to handle the work bully. The manager will know how to handle the complaining employee. The manager will have to know how to encourage the lazy workers to increase their work output (Hartman 2001).
In terms of outside communication, the managers and employees will need organizational behavior theories to make the most out of each outside contact. The marketing department representative will have to learn how to get along with the production department staff. The marketing department cannot sell the goods if the production department staff will not produce the goods; the marketing department must have a good relationship with the production department.
The managers will have to adapt the organizational behavior theories to each complex, high intensity organizational environment. The manager must use the theories to effectively tackle each subordinate’s queries or complaints in terms of long hours of work, intensity or complexity of the assigned tasks, and job interruptions that will reduce each employee’s work output (Griffin 2009).
The manager will use the organizational theories to fill a variety of organizational tasks. The tasks focus on interpersonal activities; the activities include getting to know the subordinates with the aim of getting their loyalty in each job activity. The tasks will include informational transfer. The manager will have to use tact in sending instructions or correspondences to each subordinate; some employees may be hurt by one erroneous word that does not take the employee’s culture into consideration (Griffin 2009).
The manager will have to use the organizational behavior theories to achieve preset benchmarks. The manager will need to use technical terms to communicate the organization’s goals to the subordinates. For example, the nurse supervisor can easily communicate nursing terminologies like blood pressure, resuscitation, vital signs, diabetes, migraine and the like.
The statistician manager can easily communicate with a statistics employee when they discuss the mean, median, mode, or analysis of variance when analyzing statistical data. The soldier can use military terminologies to communicate with fellow soldiers in the field (Shermerhorn 2010).
Briefly, the study of organizational behavior theories in practice is a complex issue. The theories will smooth the progress of the managers and other persons within the organization to have a better understanding of the employees’ diverse cultures, temperaments, likes, and dislikes. The theories will aid the manager or leader to effortlessly persuade their subordinates to comply with the superior’s instructions.
The theories will equip the organizational behavior learner to be adept at all organizational environments such as dynamic, complex, shifting, and challenging work environments. The theories will enhance transfer of information within the organization. Organizational behavior theories will aid the organization’s manager convince the subordinates to comply their assigned tasks. The managers will implement the organizational behavior theories maximize the labor force to generate profits.
In terms of management functions, management must plan, organize, lead, and control the subordinates to ensure organizational success. Further, learning organizational behavior theories will train the managers to inculcate ethical standards in each subordinate. Indeed, understanding organizational behavior and the theories in practice support in the accomplishment of organizational goals.
References
Griffin, R., 2009. Organizational Behavior: Managing People and Organizations. New York: Cengage Press.
Hartman, S., 2001. Organizational Behaviour. London: Routledge Press.
Hollenbeck, J., 2009. Organizational Behavior. New York: Taylor & Francis Press.
Kreitner, R. , 2006. Organizational Behavior: Key Concepts. New York: McGraw-Hill Press.
McShane, S., 2003. Organizational Behavior. New York: McGraw-Hill Press.
Miner, J., 2007. Organisational Behaviour. London: M Sharpe Press.
Shermerhorn, J., 1997. Organizational Behaviour. London: J. Wiley & Sons Press.