Organizational behavior
1
Introduction
Organizational behavior (OB) can be defined as the study of interaction of individuals or groups within an organization.
It encompasses a critical look of how the individuals behave, traits they have as well as their attitude to different matters pertaining an organization.
Personality refers to the way an individuals reacts or interacts with others in the organization, it entails all the measurable personal traits such as aggressiveness and laziness.
Values on the other hand refers to the desirable characters that many people deem it as appropriate in an organization such includes honest.
Individual behavior refers to specific characteristics that describe a person from another in the organization (Miner, 2015).
2
Workplace Emotions, Attitudes, and Stress
Work place emotions refers to the Physiological, behavioral and psychological feelings towards something at the work place that influences ones performance.
Attitude on the other hand refers to the sum of beliefs and opinions towards something.
Stress on the other hand means a state of mental tension towards something at the work place.
All these have a direct impact on the employee performance at work. In organization it is therefore important for the managers to be able to identify this and devise ways to handle this among their employees.
3
Stereotyping and team decision making.
Stereotyping refers to the way people judge others basing on their sex, age, religion and other factors.
The question that has for many times been asked is whether stereotyping affects decision making and how does it affect it.
The truth of the matter is, stereotyping affects decision making as it allows one to make conclusion without any facts thus leading to erroneous decisions.
In business decision making may be left under a team, making decision among the team is relatively hard as a point of agreement must be attained.
4
Team decision making….
This process involves the following process:
Establishment of plan and structures
Defining goal to be achieved
Manage and set time to be taken
Appointment of team leader to lead the process
Laying out of different ideas
Apply and endorse most supported idea as the final decision (Zsambok & Klein, 2014)
5
Rewards and communication in the organization
One way to thank employees for their efforts is through rewarding them at the place of work. There are many types of rewards given to the employees, this includes, recognizing their effort, monetary rewards and promotions.
This is an important tool for employee motivation.
Many organizations operates in teams and this aids in attaining the set target on time.
Communication between the teams in the organization is very important as it helps in evaluating progress as well as clarification of targets to be attained.
Power, influence and leadership...
Power is a tool of influence used to attain result in an organization. There are different sources of powers such as coercive, legitimate and reward.
In leadership, power is expressed in different ways by the people in the leadership to attain organizational goals.
In organizational set up leadership is closely linked with the power and it flows from top to the bottom.
In introduction of change in the organization, change is also introduced from top to bottom just as the flow of power and leadership.
Conclusion
Organizational behavior encompasses a close look of the individual traits in relation to the conduct between them and the organization.
Fundamentally, application of organization behavior helps in the management of the employees as well as the integration of human resources to attain organizational goals.
In an organizational decision making, it is an important tool for the organizational well being.
Leadership applies to the management and directing of different roles in the organization to attain the goals.
Reference
Miner, J. B. (2015). Organizational behavior 1: Essential theories of motivation and leadership. Routledge.
Zsambok, C. E., & Klein, G. (Eds.). (2014). Naturalistic decision making. Psychology Press.
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