al behavior motivational strategies that encourage individual or team responsibility for work performance and quality can be said to have the interests of their employees at heart. The paper emphasizes on the motivational techniques applied by the organization, the expectations of the management and the impact of these actions on the employees as well as the organizational productivity.
Organizations strive to ensure that employees are aware of the organizational goals to enhance coordination in the workplace. The management tasks are made easy when employees are motivated through understanding the organizational goals. The goal theory postulates that people are motivated when they realize the expectations of the organization (Hitt et al. 2005). It requires that goals are set and employees adequately informed regarding the cause of action and also receive feedback appropriately. However, the question that arises is whether motivating the employees through goal setting is actually on humanistic basis or it is for the benefit of the organization. In essence, the goal of venturing in business is to generate profits for the organization. Employees are facilitators of the accomplishment of organizational goals. Their skills and commitment are required for the organization to remain competent in the operating environment. It is therefore prudent for managers to ensure that they promote a shared vision, which encourages the employees to own organizational goals. Once they own the goals and increase productivity, the organization gains in terms of profitability and therefore it is capable of offering better compensation packages. From this perspective, the employees are also portrayed as beneficiaries of motivation. In essence, there is usually a reciprocal relationship between the employer and the employees. If the organization does not perform well in the market, there can not be enough finances to cater for employees’ needs.
Motivation through reward schemes is also ...
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It is an interdisciplinary field that includes sociology, psychology, communication and management” (Lamb, 2010). It was originally treated as a part of the field of Psychology for its high focus on observation and analysis of human behaviour. However, it rapidly emerged as an independent field due to the complexities and unique nature of workplace settings, integrating the studies of sociology, communication and management as well.
“Human capital is an organization’s employees, described in terms of their training, experience, judgment, intelligence, relationships, and insight” (Noe, Hollenbeck, Gerhart, & Wright, 2003, p. 3.), therefore the objective of efficiently controlling behavior in an organization is for the purpose of creating an environment with the capability and capacity to produce higher levels of performance.
Moreover, though individuals tend to function and learn in a collective sense, each person still retains a sense of individuality or being unique – an undeniable fact that cannot be escaped. This uniqueness that sets one person apart from the group or each other may affect an organization either in a positive or a negative way.
The most important factors that create inequality are greed, power and money. Although, policy choices and individual behaviour also leads to inequality but it has been primarily induced into the organisation system by the wealthy, powerful and influential people in the western society.
In looking at the factories it is important to note that during this time there were no standards in the factories to follow and many children were employed to work long hours in these places. This was the time of the Industrial Revolution and many factories were challenged to keep up with the demand of the buying public.
Other scholars have also included staffing, decision making, execution and coordination as other managerial functions (DuBrin 2009; Sims 2002). Despite being often described sequentially, managers employ them simultaneously. Of importance in this paper would be planning as a managerial function, defined by Griffin and Moorhead (2010) as the process in which organisations determine the desired future position and thereafter decide on how best to attain that position.
Organisational behaviour has therefore grown to be defined through the limits of the interactions between the individual and team as well as the interaction between teams and the individual. Groups differ sharply from teams due to the value and function. Groups are defined and identified by the primary purpose of interaction and sharing of information with the goal of helping the individual perform within their allocated individual areas (Scott, 2007).
1. Considering a negative experience one has had as a customer in interacting with an employee of an organisation. Using knowledge of OB to analyse the possible cause of this employee’s behaviour. 2. There’s no such thing as ‘stress’ since it is in an individual’s mind, and just an excuse to take time off from work.
To be human is to communicate. Communication is composed of interactions among many elements and it is an ongoing process.
These elements of communication have a very great impact on individual behaviour in managing organisational behaviour. Because if any of these elements are not clear or vague the communication process will be interrupted.
Managing any type of organizational behavior becomes difficult when there are no real ideas of what an organization should do. In the 1800s life was difficult for some people because of how jobs were situated and created. In looking at the factories it is important to note that during this time there were no standards in the factories to follow.
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