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Organizational behavior is an essential tool in any organization’s success. The roles to which its benefits are experienced are taken as a whole, with the organization members and the organization itself. It creates a better relationship inside the organization which enables the organization to direct its focus and goal in achieving success. Many companies have carefully scrutinized the objectives of organizational behavior, but some organizations does it so effectively that their achievement is more than the company’s growth but also encompass a holistic experience for its members.
Introduction A company’s success can be defined by many factors. We can attributed the executive branch or the managerial skills of the leaders, the technical skills of the workers, the own contributions of the hundreds of workers in the company, and even the role to which the consumers plays their role in the process. But no matter how each entity aims to aspire for a success defined by any organization, external factors can easily disintegrate the organization given if the foundation of its existence is not strong.
Organizational Behavior has been a concept under study regarding how people and groups of individuals works and act inside an organization. In context of which, the approach is entailed with a system that aims to understand the relationship of the people inside the organization, the relationships between them, their collective effort, the whole organization itself and the organization being an economic and social entity. Knowing how much organizational behavior affects an organization is a necessity; not only because of its great benefits, but also because of the understanding it gives in realizing the full potentials of the organization.
When we talk about having a strong foundation in an organization, we do not only cite the importance of a clear and attainable objectives and goals. The organization needs to achieve not just its organizational objectives, but also consider the human and social objectives that go with it. Not only does it creates self-awareness for the organization, but also determines the extent to which the organization is determined and committed to achieve a holistic experience working in a wholesome relationship.
In the study of the application of organizational objectives in different organizations we will mention later, we understand that part of the organization’s success or even failure is affected by the knowledge and lack of, respectively, organizational behavior concepts. This is because the study of organizational behavior encompasses wide and varied topics such as human behavior, change, leadership, teams and others. (Knoster, 2000) In this particular study, we will review the concepts under the study of organizational behavior.
Following which will be determining the organizational behavior main concepts that has been used and tested by the different organizations used for this study. We will evaluate not only the success stories, but also show the side of failure in some cases in which we will examine the reason why such failure occurred. This is very important as we provide both viewpoints in the organization’s use of the organizational behavioral concepts. The Concept of Organizational Behavior:
Before we begin discussing the focal point of this paper, we shall discuss the important elements and models of organizational behavior that some organizations adopt or use. Basically, the foundation of any organization relies on its solid attribution and commitment towards its philosophies, values, visions and goals. These elements are a major factor to which the organization manages, directs and operates. All these elements in turn is the motivational factor behind what is called the organizational culture which is composed of the formal and informal organization, and the social environment to which the organization thrives in.
This mentioned organizational culture will eventually determine the extent of leadership needed, communication process and group dynamics which are very important main concepts in determining organizational behavior. These components are what workers in particular see as their degree of motivation in the quality of work life in the particular organization. When all the elements are in place and well executed, the organization and its employees experience performance, and individual satisfaction, and personal growth and development.
This in turn will gear the organization to its operation process and ensures that internally, the organization has its objectives set properly. (Clark, 1998) Over the years, there are different models of organizational behavior that has laid the framework for the operations of many organizations. There are four major models of organizations, namely; autocratic, custodial, supportive and collegial. The first model, autocratic has its basis and focus on the managerial orientation of authority.
In studies regarding this type of model, employees tend to become obedient and dependent on their employers, but then the level to which the employees meet their needs is subsistence and the result where found out to be minimal. (Clark, 1998) The second model, custodial has its focus on the organizations’ economic resources and the managerial orientation included in handling the financial resources of the organization. (Clark, 1998) This in turn yields a much secured attitude of the employees towards the organizations because of the benefits and dependence on the organization.
The employee enjoys the security he experiences in the organization and in turn this model yields an effective passive cooperation towards the organization. The third model, supportive, entails the leadership and the managerial orientation of support. (Clark, 1998) The employees of the organization are then oriented towards performing great on their jobs and participation in the process. The goal of the employee is to meet the status and recognition form the organization which results to a more driven performance of the employees.
The last model is the collegial model in which there exists a partnership and managerial orientation of teamwork. (Clark, 1998)Responsible behavior and self-discipline is expected of the employee and the employee must accomplished self-actualization in order to meet the needs given. This model yields a fairly moderate enthusiastic individual of the organization. We must note however that in a realistic context, the application of these models are not done individually alone. The different models are adapted in accordance to what the organization needs and aims to achieve given their objectives and goals.
Organizations do not necessarily adopt an individual and particular model; sometimes organizations even incorporate the different models’ identity to be able to apply it to their organization. Success of an Organization: Douglas McGregor during the 1960’s made a discovery in human behavior in which he relates that most of the management techniques involved in an organization during the 60’s involves monitoring the work of the employees to ensure that they are efficiently operating in the working environment.
In his theory, he relates that there is one way to view people. Theory Y, proposed by McGregor, illustrated that people inherently enjoy work and want a good and stable job. He contradicts the manner by which employees are monitored, a process in which organizations during the 1960’s operates, and geared towards encouraging organizations to realize the potentials of their employees in areas such as problem-solving, innovating, finding new opportunities and developing new approaches. (Frazee, 2004)
Pioneers in understanding organizational behavior realize the complexity of human behavior, but states as a matter of fact that an individual, an employee for that matter, is also responsible for the improvement of the whole organization, that even with the difference between the employees and the organization as an entity, the relationship between them defines both entity’s growth and development. Relative to the individual process of learning an employee experiences in the workplace, organizational learning also occurs.
Organizational behavior shapes patterns by which an individual is enabled to understand the overall perspective within the organization more than what the individual could on his or her own. (Frazee, 2004) In this paper, we note that one company is able to apply the concepts of organizational behavior in its policies and operations. We name Wal-Mart as our example and will use the analysis on how it adopts organizational behavior concepts into its relationship and management of its employees.
In past studies regarding organizational behavior, organizations that express and treats its employees as company assets but withholds its time and money towards its employees clearly puts a face on their corporate value statement. In the same manner at which even if performance is rewarded but promotions of employees are relatively not shown, employees then have reserved feelings over the organization and try to get ahead of them. These forms of organizational operations are determined as detriment to an organization and are unable to reach its potential as an entity in the economic and social realm of society.
In affect, the stability of an organization’s growth will very much be impeded by the weak relationship organizations has towards their employees. The Success and Shortcomings of OSIL: An organization’s culture determines a lot in its organizational behavior. The culture in an organization is composed of beliefs, different values and assumptions that that organizations tries to shape its employees behavior. The individual’s behavior are shaped and motivated in lieu with the culture the organization possess and operates at. An organizational culture can either be strong or weak.
Strong in the sense that it influence and motivates the individual and his or her behavior and weak if it has a relatively low or no impact on the behavior of an employee. (Frazee, 2004) The human resource practices of OSIL is said to have set a more competitive format in the apparel industry. In recent years, there is an issue on the emergence of more companies offering bad compensations for its employees. Many critics of this issue have stated that employers had changed their operations into long-standing practices with regards to the employment of their employees and the way in which their wages are set.
There is the existing fear that fewer jobs offer a traditional long-term employment relationship and continuously have low-skilled job offered and little opportunity in terms of training and wage increase. Citing Hughes 1999 study, jobs in the clothing industry is no longer a full time job, but rather characterized with part-time job with irregular hours, low pay and limited options for training and promotion. This transition emerged the same time the industry has undergone dramatic product restructuring as OSIL and other mass merchandisers have entered the industry.
The expansion efforts of OSIL had a dramatic effect on the labor market. OSIL significantly has made the shift consistent with changing the United States’ level of employment and wages after its successful entry in the industry. It can be said that although there is the commitment of OSIL to employ and provide more job opportunities to many, the promotion and ability to provide training opportunities was very limited due to factors affecting its expansion plans. But somehow, in totality, it has no significant negative impact on OSIL being a successful organization.
OSIL hitherto had expressed its desire to devise a new communication plan in order for the company to address several issues in recent years. OSIL is now working on integrating a multi-tiered communication plan into the business. In a statement of Sue Oliver, citing the article of Millerwood Communications, the senior vice president of the OSIL Stores Division envisioned this plan to reduce the turnover and to comply with the increasing and more complex demands and trends of the consumers. (Miller, 2007) The new communication plan they are also planning is to be able to react to the negative publicity they have been receiving the past years.
In the formatted communication plan, OSIL intends to hire more than 300 human resource managers to work for them, and ensure the stability and efficient hiring, training and performance practices to be applied. The new communication plan also aims to increase the morale of their employees by communicating business objectives and opportunities for growth. The objective to communicate among its employees and consumers is implemented together with a strengthened human resource practice that will ensure that employees are benefitting the growth.
The communication plans also includes updating its websites to address controversial topics, and to give senior management the responsibility to address the issues immediately as it arises. (Miller, 2007) Conclusion: OSIL is an apt example to explain the dynamics to which organizational behavior can be very useful in determining the success of a company. in the study, we analyze that organizational behavior encompass the relationship to which employees play a vital role in determining the success of an organization and how individual realization of potentials is a great asset to an organization.
We examine the positive and negative outcome of the adoption of organizational concepts that enabled OSIL to become relatively successful in the industry. As mentioned, the organizational culture of OSIL is significantly strong in context that its founder has a clear intention to include its employees with its success. OSIL was accused of paying low wage to workers, having low training opportunities and promotion options for its employees. The lack of a strong human resource practices has led to several changes the company aimed its communication plan.
The proposed communication plan objectively clarifies OSIL’s position with its employees and organization. The company is also suing technology, like its websites to address these matters immediately. OSIL as a developing and expanding company is applying several main concepts of organizational behavior in its operations. We can only hope that effectively and efficiently it can maintain its commitment and passion not only towards the business, but most especially with its employees. Why are people leaving from one company to another?
A wide variety of reasons why are people leaving their jobs to find new companies includes: expectations were not satisfactorily fulfilled, unsuitable for the role, do not fit with the company’s culture, insufficient opportunities for growth and development, inadequate acknowledgment and admiration, problems with a manager or supervisor, not satisfied with the compensation, stress, lack of work and life balance, and lack of confidence in the company and leadership (Meyers). According to Susan Heathfield (Heathfield, 2007), most employees are leaving their work for reasons of searching new opportunities with other companies.
Three top reasons were identified by Heathfield: fifty three percent of employees look for better rewards and benefits, thirty five percent were discontented with prospects of career growth and development, and thirty two percent were ready for a new experience and new environment. The motivating factors that can enhance the continuous stay of employees were examined by Bob Losyk on his article, here are the different factors that he stated: dignity and respect, involvement and participation, pay above the industry average, showcase superior workers, and by showing support to employees (Losyk).
Giving dignity and respect is one of the most important key elements in satisfying the employees, harsh words, shouting, insults, and abuse of power will only result to demoralization, low morale, increase possibilities of absenteeism, and in turn resignation. Losyk added that employers should be treated with high respect, worth and goodness, let them relax, be independent and empowered. Do not crash on people who make mistakes instead make it more constructive and let them learn from it.
Involvement and participation is also a significant factor in dealing with employees’ motivation to stay in the company, by listening to their suggestions, aspirations, and ideas can make them more involved and active much as with belongingness and partnership. Paying above the industry average will surely and literally compensate the best employee thus giving and making more money for you. Great employees should be compensated for what they gave back to the company and it should not be as simple as paying back but to reward and constantly recognize their efforts.
For sure, companies who have the best employees will have more satisfied clients because of the excellent services they receive and in return a greater chance of repeat business will likely to come. Another tip from Losyk is to highlight and draw attention to outstanding employees by giving awards, certificates, extra remuneration, dinners as well as posting their photos on bulletin boards or company newsletters. To share and show support, to listen and know their personal and family problems can be a key factor for lasting relationship with employees.
It will create a positive and motivating atmosphere resulting to a more productive and high-quality employees (Losyk). Human Resource Retaining Strategies: The Training Delivery / Communication Options The training delivery to be used is participative which simulates real scenarios (Schein, 1987). This will be a workshop type of training. Experiential learning should be employed in the training components of the human resources planning program aimed at maintaining work effectiveness, retaining employees and create organizational success where employee development is critical.
The communication option to be used in the delivery of training should be simple yet effective. This type of training program will fit the workforce of the Belfarm Hotel to refine their training skills. Also, this training program will provide comprehensive information and techniques to develop critical competencies. Training activities will focus on the design and approach to facilitate effective delivery of functions and responsibilities. The training materials to be used should assist trainers in enhancing their training presentations with materials that are professionally designed and written.
Group facilitation skills of the trainers should be maximized to effect intervention strategies needed to maintain effective group relationships and direct groups towards productive goals. Aside from the evaluation of the Human Resources Directors from available data and observations, a Training Needs Assessment and Evaluation conducted prior to the actual training proper help trainers understand and use selected needs assessment and evaluation tools as part of the design and delivery of training.
Human Resource Issues and Challenges to Consider – Including Suggested Solutions The challenge to have a trained and skilled workforce is the ultimate competitive advantage for any organization (Cowling & Mailer, 1998). The rapidly expanding base of new information and technologies affects every one of us, from factory floor to business office. No matter how capable or successful an organization is, if staff training and continuing education is overlooked, there will be problems in the organization.
The challenge is to get the best value for the training dollars spent by choosing training that suits the needs of the company and least impacts the bottom line (Storey & Sisson, 1993). In order to meet the challenge, comprehensive approach to employee development can be adopted. Set goals and reach them, identifying the needs, developing the right intervention, and delivering a practical, results-oriented solution. Interactive training is designed for the adult learner, requiring involvement in the learning process.
Handle specialized workplace challenges with customized group training. Handle challenges specific to the organization. A good approach is to maximize training dollars spent by tailoring content to the organization’s explicit situation to produce the results needed. The NL&C should source top-notch trainers who can combine their experiences with the latest in learning techniques for interactive sessions that emphasize skill development and application (RBA Training, 2006).