Organizational Behavior And Management : Consolidated Life Case : Caught Between Two Cultures

4. Briefly describe the elements of the formal and the informal organization. Give examples of each.

Classical organization theory evolved during the first half of this century. It represents the merger of scientific management, bureaucratic theory, and administrative theory.

“Setting the right tone in an organization by creating a positive, humanizing environment contributes immeasurably to staff effectiveness. Creating an organizational culture in which values are clearly stated and staff are encouraged to invest in achieving the agency’s mission.” (Brody, pg 379) When taking a look at any organization we need to look at the many factors that come in to play when trying to make an organization run smoothly. Having good leadership skills is vital for the growth of any agency. “A skilled, committed, and caring staff is crucial for every productive human service organization. (Brody 91) At times employers forget that your employees are the most valuable asset within their organization, without the employee’s drive

The organizational culture can encourage or discourage effectiveness, depending on the nature of the values, beliefs, and norms” (Ivancevich, Konopaske, & Matteson, 2011). Organizational culture can be very friendly, very task oriented, competitive or driven to be highly productive or it can be disorganized and unproductive. The culture is based on the history of the company and the atmosphere that is created and nurtured over time. This culture guides the language the employees use their loyalty and many more areas. Organizational culture is an important social characteristic that influences organizations, group, and individual behavior with in a company (Hartnell, Ou, & Kinicki, 2011). The Culture of an organization affects the way people behave, how they address customers, the atmosphere, perception, values, and beliefs. Employee’s performance and effectiveness can also be determined by an organization’s culture. Every organization has its own culture based on shared expectations, values and attitudes and its influence on individuals and groups (Ivancevich et al., 2011). People inside of an organization have a big effect on the culture because of their values, beliefs, and ideology. Companies try to hire people who have the same values as the company so that they will fit into the organization. People stay with organizations that have a

Bauer, T. (2012). Motivation Theories. In B. Erdogan, An Introduction to Organizational Behavior (pp. 393-450). New york.

Exams 1, 2, and 3 will cover the material presented before that respective exam. Exam 4 will be a cumulative and optionalfinal exam. If you take all exams, your lowest exam score will be dropped, so that your course grade is based on your three highest exam scores. If you are satisfied with your first 3 exams you DO NOT have to take the final exam. Make-up exams will ONLY be given for university required activities. No make-up exams will be given for any other reason. If you are unable to take an exam during its scheduled time, then that exam will count as the one that you drop and you must take the final exam to replace it. Each exam is the property of the professor and should not be removed from my office.

Edgar Schein’s experiences he gained throughout the various professions he encountered during his life is what inspired this book. Educated and well decorated, Schein was the author of fourteen books and consultant for various company organizations. The knowledge and expertise the author shares in this book are invaluable to the reader and anyone focused on a positive culture and leadership environment. Although he attended different universities, Schein was focused and passionate for cultural psychology and the impact on organizations. He emphasizes on the importance of culture within a company and how it provides structure and meaning in the organization. Edgar Schein explains that you can create value in culture and strengthen the leadership aspects of the organization at the same time. This book suggest that developing the right kind of culture deeply relies on the values that managers are trying to instill in the organization. These values as the author explains, will create a successful climate or culture and ultimately influence the leadership aspects in all levels of the organization.

Throughout this class I have learned many things regarding the dynamics that exist within a business or an organization, some of these topics were significant to me and some were not. For this paper, I have chosen to highlight motivation, cultural awareness, leadership, and change because these four issues are the most frequent issues that I face regularly in my leadership position.

1. Introduction How does a need for Change affect Organizational Behaviour main features: Management concerns, Leadership style, conflict

After my experience in the Human Resources Management class, I came to understand that a company’s best way to compete in the market is through the people that make up the company. Knowing how to use the employee’s skills and knowledge to benefit the company is crucial when competing. Being aware of who is working in the company is only one of the steps needed to succeed. A company is the collection of people with different skills and talents who come together to produce a finished product. From the intern who may runs errands to the CEO of the company, everyone plays an important role in the success of the company. How is it that a company ensures that the people are retained and motivated to work? It is through the human resources department! Although some may think that the human resource personnel are only there to listen to the employees’ problems, HR is much more than this. To further explore the world of the human resources apartment, I conducted an interview with Lori Whol who is part of the personnel of the human resources department at Devon Energy.

Up until the 21 century, the majority of the published literature scrutinizing and modeling organizational theories and their use in the workplace to maximize performance, were developed exclusively in the United States. However, greater awareness of international workplace culture has made it clear that these theories, which were modeled after American companies, are not as universally applicable as researchers assumed. As American management and leadership theories, these philosophies reflect an inherent bias, incorporating American values, motivations, and expectations. As such, variations across cultures and their impact on organizations can make implementation of these concepts completely inappropriate in another culture, while fully

With today's workforce becoming increasingly diverse and organizations doing more to maximize the benefits of the differences in employees, organizations are relying on managers to get the people who get the job done. People have always been the central to organizations, but there strategic importance is growing in today's knowledge-based business world. An organization's success increasingly depends on the knowledge, skills, and abilities of its employees excluding there gender, age, ethnicity, and the differences in skill and abilities. When employees' talents are valuable, rare, difficult to imitate and organize, an organization can achieve an advantage. Having managers or human resource departments that are superb for

Sociology, psychology, communication, management, economics and human resource studies are fields that comprise of organizational behavior. Within each of the theorists preferred model of theory, their basis for conducting research is to examine how individuals and their behaviors influence the environment. As evident by the available literature, each theorist uses modern organizational studies in order to understand, control, predict, and explain some phenomenon based on a particular need. In the 1900s, theories were formulated around production and economic goals. In the 1960 and 70s, theories were heavily influenced by social psychology and quantitative research and in the 1980s, literature then expanded to providing cultural explanations of organizations with influences from psychology, sociology and anthropology, shifting from quantitative to qualitative research as an acceptable method for conducting research.

According to Bush and David, organizational behaviors and mindset are determined by the strategy of human resources in leading and managing the workforce it is entrusted with in an organization. Under rightful condition, correct behavior and mindsets amongst the employee are most likely to unfold which corresponds to a high adaptability, competitiveness, and growth (early and Ms Sara 78). Increasingly, organization find themselves, by either circumstances or design operating in an unparalleled, unprecedented, and largely unpredictable environment. To such firms, competiveness is always moving target. Many firms fail in such environment because the rate of change outpaces their abilities to keep in pace with dynamics through effective management and leadership (Bush and David 56). Barney argues that a fundamental aspect is a critical factor for consideration. Barney argues that, resource strategy engenders a collection of uniquely motivated and capable employees who are able to deploy firm capabilities that other competitors cannot easily

3. The early focus of the systematic study of management was on physical working conditions, principles of administration, and principles of industrial engineering.