To learn about organizational behavior would take up probably a whole college semester. But regardless of how much material there is, there are four key elements to keep in mind when applying organizational behavior theory to the workplace. They are people, structure, technology, and environment.
Explain The Key Elements Of Ob
In other words, the Myer and Lamm (1976) schema is based on the idea that four elements feed into one another: social motivation, cognitive foundation, attitude change, and action commitment. Social motivation (comparing self with others in order to be perceived favorably) feeds into cognitive foundation, which in turn feeds into attitude change and action commitment. Managers of organizations can help reduce the negative phenomena and increase the likelihood of functional groups by encouraging brainstorming or openly looking at alternatives in the process of decision-making such as the nominal group technique (which involves restricting interpersonal communication in order to encourage free thinking and proceeding to a decision in a formal and systematic fashion such as voting).
Organic culture is defined as the essence of social values in an organization. Thus there exists a high degree of sociability with very few formal rules and regulations in the company. It has a systematic hierarchy of authority that leads towards free flow of communication. Some key elements of organic culture include authority, responsibility, accountability and direct flow towards the employee.
Organizational behavior describes the behavioral dynamics that occur between groups and individuals in an organizational setting. The following five elements are key to studying organizational behavior:
Understanding these elements and their dynamic interrelationships can help business leaders achieve short and long-term goals for improving employee productivity and success by informing strategies around training, ongoing development, collaboration, and workforce processes.
A number of Organizational behavioral practitioners documented their ideas about management and organization. The best known theories today originate from Henri Fayol, Chester Barnard, and Mary Parker Follet. All three of them drew from their experience to develop a model of effective organizational management, and each of their theories independently shared a focus on human behavior and motivation.[3][10][11] One of the first management consultants, Frederick Taylor, was a 19th-century engineer who applied an approach known as the scientific management. Taylor advocated for maximizing task efficiency through the scientific method.[12] The scientific method was further refined by Lillian and Frank Gilbreth, who utilized time and motion study to further improve worker efficiency.[13] In the early 20th century the idea of Fordism emerged. Named after automobile mogul Henry Ford, the method relied on the standardization of production through the use of assembly lines. This allowed unskilled workers to produce complex products efficiently. Sorenson later clarified that Fordism developed independently of Taylor.[14] Fordism can be explained as the application of bureaucratic and scientific management principles to whole manufacturing process. The success of the scientific method and Fordism resulted in the widespread adoption of these methods.
Organization theory is concerned with explaining the workings of an organization as a whole or of many organizations. The focus of organizational theory is to understand the structure and processes of organizations and how organizations interact with each other and the larger society.[citation needed]
Giving people the autonomy and opportunity to be accountable is one of the key elements to companies with great cultures. Providing your team members with a sense of autonomy and accountability shows that you recognize them as human beings with minds and responsibilities.
Communication is foundational to a strong organizational culture. Communication is how organizations engage employees, keep a pulse on the employee experience, and activate new programs and offerings that ultimately influence the culture (including the five other elements of organizational culture listed in this article). Communication also helps employers build trust with employees. When employers communicate well, employees have the clarity necessary to be informed, confident and engaged.
As the question of what makes a good leader is pored over and examined further by business analysts, law enforcement and educational institutions, new developments arise in leadership theory and methodology. The one thing that remains the same is the understanding that leadership is the catalyst under which all elements of an organization work together.
These elements are considered so essential to TQM that many organizations define them, in some format, as a set of core values and principles on which the organization is to operate. The methods for implementing this approach come from the teachings of such quality leaders as Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa, and Joseph M. Juran.
Managers under whom an individual is working should be able to explain, predict, evaluate and modify human behavior that will largely depend upon knowledge, skill and experience of the manager in handling large group of people in diverse situations. Preemptive actions need to be taken for human behavior forecasting.
1. Organisational behaviour is a rational thinking, not an emotional feeling about people. The major goals of organisational behaviour are to explain and predict human behavioural in organisations. It is action-oriented and goal-directed.
Organisation behaviour is an integrated process by which the role and behaviour of people are incurred. Indian ethical norms emphasised for better work environment with behavioural aspects. In order to perform interactive and mutual tasks and to develop some behavioural aspects, certain key elements or constitutes are to be included. These element may develop the interactive aspects for the well-being of persons.
Everyone knows that the voice of Lata Mangeshkar is very melodious. It is valuable, rare and difficult to imitate. Hence, she has been having little or no competition for long and no one could substitute her. This analogy explains sustainable competitive advantage. Resource-based view of firms asserts that competitive advantage is created through valuable, rare, inimitable, and non-substitutable resources.
According to Organizational Behaviour, these elements are: departmentalization, the chain of command, the span of control, centralization or decentralization, work specialization, and the degree of formalization (Bobbins, Judge, & Campbell, 2012).
The organizational structure you select should be based on what will work best for your business, given its unique demands and objectives. Everything must be taken into account when developing a structure to guarantee that all employees understand their positions in the company. The needs, the competitive business climate, culture, communication patterns and processes, worker capabilities, and firm size are all elements to consider.
To keep and attract that high-caliber talent, companies need to build and sustain great organizational cultures. To do this, there are five essential elements organizations should address: purpose, ownership, community, effective communication, and good leadership.
Good Leadership: The backbone of the cultural dynamics of any organization, the leader has to constantly be pushing the mission, standards, community, and processes of the company. Without effective leadership, the other four elements cannot thrive.
To review, effective leaders can create and maintain a high-performance company culture by clarifying and communicating values, reinforcing positive behavior, encouraging open communication, empowering employees, and collecting feedback. These key elements are interdependent and should be areas of focus for all leaders.
Leadership theories are schools of thought brought forward to explain how and why certain individuals become leaders. The theories emphasize the traits and behaviors that individuals can adopt to boost their own leadership abilities.
There are numerous ways of defining leadership. Some leadership theories attempt to explain what differentiates a leader, while some explain how great leaders come to be. The Great Man Theory believes that the inherent traits that one is born with contribute to great leadership. Situational Theory recommends leaders to adopt a leadership style depending on the situation at hand, while the Behavioral Theory is all about the learning the skills necessary to become a good leader.
Organizational behavior refers to how individuals and groups behave within an organizational setting. Human resource theories help explain how management behaviors and structures can positively or negatively influence employee behavior. By having and acting on a basic understanding of organizational behavior and HR theories, small business owners can maximize employee productivity and creativity and minimize employee turnover.
Dr.Connor is truly amazing. She always takes the time to explain things and make me feel comfortable. Even though she is busy she always makes sure she has time to talk with me and put me at ease, always finding an answer to my questions. She is thoughtful and kind, along with all of her staff and nurses in the office!
Important elements of situational leadership theory are the styles of leadership that are used, the developmental level of team members, the adaptability of the leader, communication with group members, and the attainment of the group's goals.
[2] Stephen R. Covey, noted repeatedly that high commitment and high competence were essential elements of organizations built upon the creation of high trust organization cultures and noted that these organizations had extremely high expectations about their obligations to customers and stakeholders and sought to constantly raise the bar of organization excellence. See Covey, S. R., (2004). The 8th Habit: From Effectiveness to Greatness. New York: Free Press.
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