The Organizational Behavior in the IGOs and NGOs - Research Paper Example

? The Organizational Behavior in the IGOs and NGOs The Organizational Behavior in IGOs and NGOs Introduction Organization behavior refers to the study of people and group dynamics in an organization and the organization itself (Griffin and Moorhead, 2011). It takes a system approach by interpreting people-organization correlation in terms of the whole person, group or the whole organization as well as the social system. As people interact in an organization, a number of factors come into play. The subject of organization behavior attempts to understand the models of these factors. The study of organization behavior has become important as people from different backgrounds and cultural values have to work together efficiently and effectively. Organization behavior also seeks to underscore the understanding of behavior in an organization to develop competencies in foreseeing how individuals in an organization are likely to behave (Duncan and Iyer, 2010). The knowledge gathered from the study of organization behavior is helpful in controlling the behaviors that are not in any way befitting the organization’s objectives. In this regard, the purpose of studying organization behavior is to build better relationships by achieving the objectives of the organization, human objectives as well as the social objectives. The study of organization behavior is particularly important for intergovernmental organizations (IGOs) and the non-governmental organizations (NGO). This is because understanding the how people behave in an organization will help managers make adjustments where necessary. This paper will explore the concepts of organizational behavior to IGOs and NGOs. Intergovernmental organizations (IGOs) are international organizations with states being their members, and whose decision-making authority lies with the representatives from member states (Dupey and Vierucci, 2008). These organizations are also supranational in the sense that different states gives up some of their sovereignty when they agree to abide by any agreements they engage in by joining the organization. A non-governmental organization (NGO) on the other hand is a legally formed organization by natural or legal persons and functions independently from any form of government according to Dupey and Vierucci (2008). NGOs maintain their status as such by excluding government representatives from its membership. These organizations do not operate on profit motive. Relevance of concept of Organization Behavior to IGOs and NGOs Organization Culture Organizational culture refers to a system of shared belief and values that grows within a business and shapes the behavior of its stakeholders (Campion, 2001). An organization culture is typically created by leadership within an organization, often defined through the mission statement, shaped and sustained by the organizational policies, structure and procedures and the relationships among staff and between management of the staff (Pomsuwan, 2007). Every organization has a different organization culture. The corporate culture of IGOs and NGOs for instance, does not operate on profit motive. The corporate culture of these organizations mainly requires their employees to do what is expected of them but not the inputs. This is because these organizations are not for profit. For instance, when it comes to the provision of humanitarian assistance by these organizations, employees are only expected top do their job as defined by the mission statement of these organization. Indeed a careful scrutiny of the corporate cultures of NGOs and IGOs reveals certain loopholes that need improvement for these organizations to function effectively. One aspect that needs to be changed in the corporate culture of NGOs to improve their functionality is the belief exerted upon employees that the organization is not for profit. This is because such beliefs create laziness and other unethical behaviors within an organization. For this reason, a new culture should be introduced that encourages employees and managers of these organizations to work towards attainment of a given input in the organization. This will help keep every employee within these organizations accountable for their actions (Campion, 2001). The same applies to IGOs such as the United Nations. Diversity It is agued that an organization that does not have a culture of promoting diversity is at a decided disadvantage. Under the modern world, it is an acknowledge that failing to hire the best person for a particular job merely because of his or her religion, race, ethnicity, gender, or age is not just foolish but is also illegal. Certain organizations even go to the extreme of eliminating subcultures in order to remain multicultural. Griffin and Moorhead (2011) define a multicultural organization as an organization that values diversity but methodically tries to block the transfer of societal based subcultures into the entire organization’s fabric. This is certainly the culture under which most NGOs and IGOs operates under. Research reveals that NGOs and IGO are the top most organizations that value diversity issues. This organizations tries all the time to employee their workers not because of an individual’s race, color, disability, gender, ethnicity or religion, but based purely on merit. This one aspect has enhanced delivery quality services from these organizations (Hai, 2011). Communication Communication is a vital tool in any organization. This is because good communication between managers and employees tend to build good cordial relationship leading to success. On the other hand, poor communication practices may lead to information breakdown that may prove detrimental to an organization (Miner, 2007). Typically, two organizational communications exist, formal and informal. NGOs and IGO make use of both. Formal channels of communication mainly follow the chain of command or the chart of the organization, which is top down. Informal channels tend to be more spontaneous and open. Campion (2001) notes that most NGOs and IGOs use formal communication as preferred method of passing information. In this case, most decisions are bureaucratic in nature as top decisions as mainly made by top most managers, which is then communicated to the lower managers and then to the employees. This implies that employees are only involved in implementation process and giving feedback. It is, however, imperative that employees and other stakeholders should also be included in the decision making process for these organizations to be able to function efficiently. This is because every employee tends to seek the opportunity to be involved in decision making with regard to problems that affect him or her. They are always yarn to be given a chance to share what they know and learn from experience. Because of this, organizations such as the NGOs and IGOs should give them an opportunity to express their opinions, suggestions and ideas with regard to decision-making problem. Indeed, a mutual involvement in decision-making is capable of bringing mutual benefits for both the employees and the organization (Abbott and Snidal, 2008). Conclusion Irrespective of whether or not an organization is profit oriented, motivating and exploiting the talent of an organization has is important in the current business world. Therefore, understanding organizational behavior is a major factor for increased success and opportunity in the business world. Creating awareness of an organization’s culture in vital if positive growth has to be witnessed and the appreciation of diversity welcomed. For an organization to attract talent, a culture of diversity and open communication is required. The organization culture must however, be compatible with the strategic objectives of the business. References Abbott, K.W., & Snidal, D. (2008).The governance triangle: Regulatory standards institutions and the shadow of the state. Campion, A. (2001). NGO Transformation. Microenterprise best practice. P.3-28. Duncan W.J., & Iyer, M. (2010). Organization behavior. Dupey, P., & Vierucci, L. (2008). NGOs in international law: Efficiency in flexibility. Jew Jersey, NJ: Edward Elgar Publishing. Griffin, R.W., & Moorhead, G. (2011). Organizational behavior: Managing people and organizations. New York, NY: Cengage Learning. Hai, D.M. (2011). Application of organizational behavior concepts through student workshop. Saint Banaventure University. Miner, J.B. (2007). Organizational behavior: From theory to practice. New York, NY: M.E Sharpe. Pomsuwan, S. (2007). Organizational behavior: Theories and concepts. Bankok University. p.1-369. Read More