Organizational Behavior & Working with Others - Assignment Example

?Organizational Behavior Table of Contents Organizational Behavior, Historical Development & Working with Others 3 Organizational Culture, Social Systems, Role & Status 4 Motivation, Maslow’s Hierarchy Model & Herzberg Two Factor Needs 4 Maslow Needs of Hierarchy 5 Herzberg Two Factor Theory 5 Motivation, Employee Behavior and Modification 6 Job Satisfaction & Survey Information 7 Model Related to Organizational Climate & Behavior 8 Works Cited 10 Name of the Student Name of the Professor Name of the Course Date Organizational Behavior Organizational Behavior, Historical Development & Working with Others One of the crucial tasks of Organizational Behavior (OB) would be the managerial techniques adopted by the leaders in managing the people and the entire systems of the organizations. OB lays special emphasis on the employee behavior and their methods of working individually and also in unification as a team. Since, OB is a composite subject derived from Political Science, Economic, Anthropology, Psychology etc (Grieves 345-444). The main objective of OB was to lay emphasis on the different elements of this subject to understand the varied facets of the employee behavior. Therefore, the origin of OB is derived from the above mentioned subjects. In France, the emergence of OB was with the evolving of other subjects and was quite different from OB taught in the east, UK and USA. OB laid emphasis on the varied aspects like organizational communication, development, outcome and climate (Desreumaux 352-444). The communication system in France was developed since a long time and the dissemination of information was structured in a unique way. Thus, OB in France focused especially on the organizational communication, which is considered as backbone for the smooth integration of activities and systems within the organization (Desreumaux 444-577). Organizational Culture, Social Systems, Role & Status Organizational structure is largely dependent on the organizational culture, which helps in the development of a positive organizational climate (Jackson, “Cross-Cultural Management and NGO Capacity Building”) In France, the different kinds of organization usually have formal or informal structures, which lead to creation of different kinds of organizational culture, climate and environment (Brennan and Vecchi 149-164). The development of social culture within the organization is essential for the perfect balance between the organizational environment and outcome. In France, mostly the employee attitudes, beliefs and opinions form the basis of development of employee role, which contributes significantly to the individual employee outcome. The role of an employee plays a significant role in the formulation of strategy, which can help in tackling organizational problems and removal of functional barriers. The role of the employees or designation is very important in shaping the organizational culture. It also helps in the contribution to the integration of the varied systems and process of the organization (Davidson and Omar 1352-1706). Motivation, Maslow’s Hierarchy Model & Herzberg Two Factor Needs Motivation inspires the employees, who indirectly help in increasing the employee outcome. Motivation also helps in the systematic grouping of the organization, which leads to proper teamwork and coordination of activities among varied departmental units. The French give due importance to the systematic grouping, which lead to proper delegation of tasks and activities. This in turn promotes the development of positive organizational climate for the betterment of the entire system. As mentioned before, the French organization give due importance to the communication channel within the organization, which relies heavily on the certain factors like motivation, leadership etc. Similarly, the Maslow Needs of Hierarchy is critically important in French organizations, which serves purposeful as guidance for the increase in the organizational outcome and also to maintain a perfect balance within the organizational and personal interests of the employees (Dong and Liu 1352-1706). Maslow Needs of Hierarchy Physiology or Basic Needs: These are the basic needs which the employee requires and it includes salary, designation, job duties etc. Safety Needs: This focus on factors like employee sense of security and protection in their jobs. Social Needs: These include social requirements of the employee like easy mixing with the other organizational members and a social standing in the organization. Esteem Needs: These include factors, which actually boost the employee ego which in turn increases their performance. Self Actualization: In this phase the employee has reached a stage of full understanding his full potential. The employee wants harmony and accord in this stage. Herzberg Two Factor Theory The Herzberg two factor theory focused on two basic factors: external and internal. The external factors laid emphasis on the salary, job security, and quality of the working conditions, supervision and interpersonal relationship Internal Factors: The internal factors laid emphasis on factors like recognition, responsibility and advancement. As per this theory, the employee are motivated due to the internal factors, which affect the organizational culture, values, personal and belief system and other fairness and motivation characteristics. The external factors like rewards system, recognition, leadership and the group norms have affected the employee behavior and outcome. The Herzberg two factor theory and Maslow Hierarchy are quite significant in the French organizations because it helps in increasing their organizational outcome and also the enhancement of the employee performance individually. However, these theories do not apply effectively in the bureaucratic French organization, which focuses only on the outcome and not on the climate, environment and other factors. Motivation, Employee Behavior and Modification Motivation of employees includes modification of employee behavior as per the organizational climate, culture behavior (Ochieng and Price, “Managing Cross-Cultural Communication in Multicultural Construction Project Teams: The Case of Kenya and UK”). Employee motivation occurs only when the managers try to adopt valued leadership approaches at different managerial situations for different results and outcome. In French organizations, the different managerial situations are quite responsible for the outcome and the efficacy in the organizations. The expectancy model is as follows: Expectancy: As per this theory, people modify according to situation and the behavior is a function of the expectancies that one has to value and has to work towards the achievement of the goal. The behavior chosen will be the total combination of expectancies and values which will help in goal orientation facilities. The expectancy model theory will suggest that the people will orient themselves according to the evaluation, beliefs and expectations. The consequences are largely dependent on the perceived probability. The expectancy model of achievement will depend upon the social behavior, learning theory and behavioral intentions. Job Satisfaction & Survey Information Employee satisfaction is one of the most important factors in an organization and is responsible for the overall organizational development. Satisfaction surveys are used to build a positive and productive workforce. The techniques used by the management will be as follows: Management Development: The manager affects the employees positively and sometimes their impact is less than positive (Fish 1352-1760). The manager employee relationship is strained due to varied reasons and one of the most effective ways would be to use the employee feedback forms as a tool, which would focus on management performance, performance evaluations, that would help in identification of opportunities for specific managers. Team Development: The team performance measures are evaluated on the basis of the feedback to develop collaboration and communication skills for enhancement of work performance of employees and create their job satisfaction. Training and Career Development Programs: The employees develop greater skills, which helps them in contributing significantly to growth of the company (Fontaine 125-135). The programs help in highlighting special qualities of the employees and would focus on certain features like short term, long term goals and other survey feedback forms. Benefits Programs: This type of program is implemented only after assessment of the employee need and requirement. The health programs are associated with the productivity and well being of the employees and also ensure the increase in the productivity of the employees (Harry, Desai and Burt 11-18). These programs are largely associated with the well being of the employees and also ensure the identification of elements, which leads to job satisfaction and development of employees. The main elements of the programs would be to find out how the employees feel about their current job position and opportunities that they are provided with. These surveys also focus on the different types of benefits that the employees wish to receive. These satisfaction surveys help in identification of varied factors related to job satisfaction. Model Related to Organizational Climate & Behavior The model related to OB encompasses the five important elements of philosophical management like custodial, autocratic, supportive, collegial and legal systems (Sabri 202-218). The philosophies related to these will reflect the explicit and implicit behavior of the managers, which have an effect on the outcome of the organization (Sabri 202-218). These are nothing but integrated set of assumption, which helps in sorting the purposeful activities. The other model, which helps in contributing significantly to the organizational climate, would be the Fact and Value premise. The fact premise is actually acquired through direct and indirect organizational learning and help in shaping the employee behavior (Sabri 202-218). The value premise would help in representation of the methods which help in the accomplishment of goals and objectives of an organization. These are variable beliefs, which are held under the control. Although, most of the French organizations refer to the expectancy model and other leadership theories, yet the management is not in denial of the above mentioned models for the contribution of enhanced performance of the organization. Works Cited Brennan, Louis, and Alessandra Vecchi. “Quality Management: A Cross-Cultural Perspective.” Cross Cultural Management: An International Journal. 16.2 (2009): 149-164. Print. Davidson, Marilyn J, and Azura Omar. “Women in Management: A Comparative Cross-Cultural Overview.” Cross Cultural Management. 8.3 (2001): 1352-1706. Print. Desreumaux, A. “OD Practices in France: Part One.” International Journal of Management. 6.4 (2000): 352-444. Print. Desreumaux, A. “OD Practices in France: Part Two.” International Journal of Management. 6.4 (2000): 444-577. Print. Dong, Keyong, and Ying Liu. “Cross-Cultural Management in China.” Cross Cultural Management: An International Journal. 17.3 (2010): 1352-1706. Print. Fish, A. “The Importance and Relevance of Cross-cultural Management.” Cross Cultural Management: An International Journal. 1.1 (2007): 1352-1760. Print. Fontaine, R. “Cross-cultural management: Six Perspectives.” Cross Cultural Management: An International Journal. 14.2 (2007): 125-135. Print. Grieves, Jim. “Introduction: The Origins of Organizational Development.” Journal of Management Development. 19.5 (2000): 345-447. Print. Harry, Wes, Caroline Desai, and George Burt. “Recognising the Value of Cross Cultural Diversity in International Management Development Programmes.” Cross Cultural Management: An International Journal. 4.3 (1997): 11-18. Print. Jackson, T., “Cross-Cultural Management and NGO Capacity Building.” Intrac. Intrac, 2003. Web. 10 July. 2013. Ochieng, E G, and A.D.F Price. “Managing Cross-Cultural Communication in Multicultural Construction Project Teams: The Case of Kenya and UK.” ScienceDirect. Elsevier, 2009. Web. 10 July. 2013. Sabri, H A. “Re-examination of Hofstede’s Work Value Orientations on Perceived Leadership Styles in Jordan.” International Journal of Commerce and Management. 22.3 (2007): 202-218. Print. Read More