The Theory Of Organizational Behavior

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.

An aspect of motivation that was answered early on in research was learning to understand individual needs. In early research, it was believed that employees worked or were motivated to do so based upon their needs; they were motivated to satisfy their needs in other words. There are four main need-based theories of motivation include: Maslow’s Hierarchy of Needs, the ERG theory, Herzberg’s Dual Factor Theory, and McClelland’s Acquired Needs Theory (Carpenter, Bauer, Erodgogan & Short, 2013).

Organizational behavior is the study on how organizational structures affect behavior of its employees within the organization. Organizational systems is the structure that an organizations uses to organize its functions and assign responsibility to its employees. Organizational behavior in any criminal justice organization is how the superiors and the employees relate

Organizational behavior studies the impact of groups, individuals, and structures have on the personal human behavior within many organizations. There is many different definitions of organizational behavior, but they are all relatively the same in all cases. “Organizational behavior studies organizations from multiple viewpoints, including behavior within the organization and in relation to other organizations (Boundless.com).” This is not just the study on one organization, but the study within one organization as well as the organization affects other organizations. Organizations can vary in size and all have different outcomes inside the workplace. There are many reasons to study organizational behavior; one of the biggest reasons is to find out what is the best way for a company to operate. If you can pinpoint all of the bad habits a company has and can reverse them, then you will have a better performing company. Everyone company studies their organizational behavior is some way. Calling out an employees and correcting their mistakes is one example. Organizational behavior is only a study on the field and not an actual group within an organization. Almost all actions of an individual can have either a positive or negative affect on a company. Anything from attitude to behavior reflected from the attitudes of people can affect the outcome of a problem.

Hammer can use integrative negotiation to get buy-in for the cost reductions. Integrative negations involve joint problem solving to achieve results that benefit both parties involved. The first step should be to separate the people from the problem. This means, doctors and management should come to the acknowledgement they are negotiating for the greater good, and not attacking each other. No one person in the group should be considered any better than the other. The focus should always remain on cost reduction without compromising the level of healthcare patients receive. All possibilities should be looked at and all criteria should be objective.

To understand organizational behavior you must understand its key concepts and terminology. Organizational behavior “is a multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes and organizational dynamics.” (Schermerhorn, 2005 p. 3). An organization’s behavior is significant in determining its success as a business and with its employees. Working conditions, production and employee performance are all elements of organizational behavior. Organizational behavior has become an important element in the realignment taking place within Girl Scouts of the United States of America (GSUSA).

1. How do the interpersonal communications skills of Peter Clark affect behavior, human relations, and performance at the Ranch?

Job design occurs when managers determine the tasks needed to be done, who will do them, and the selection criteria to be used to choose employees and place them on the job. This means that job design is the process of "organizing tasks, duties, and responsibilities into a productive unit of work" (Mathis & Jackson, 1997).

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.

Theories can never be proven, only supported or rejected. Although there are many theories of motivation, there are only a few that I feel can be relevant and valuable in the work setting. Before settling on a theory to use to assist with the creation of my specific theory of motivation, I wanted to get a better understanding of some of the most well-known motivational theories. Throughout my research I’ve noticed a common trend in the motivational theories and how they are applied. Many theories such as McClelland’s Needs Theory (1961), Maslows’ Hierarchy of Needs Theory (1954), and

The term motivation refers to two different ideas. Motivation is an internal state that leads to the fulfilment of objectives. Personal motivation affects the direction, depth, and persistence of effort. From a manager’s point of view, motivation is the process of getting people to fulfil objectives. Both concepts have an important meaning in common. Motivation is the expenditure of effort to accomplish results. The effort results from a force that

kinicki & kreitner, 2008, defines management as “the process of working with and through others to achieve organizational objectives in an efficient and ethical manner.” Management comprises: Planning, organizing, resourcing, leading/directing/motivating, and controlling.

Organizational Behavior BUS 502 Md. Lutfar Rahman Faculty College of Business Administration IUBAT—International University of Business Agriculture and Technology Text • Organizational Behavior 13th Edition • Author: Stephen P. Robbins Chapter ONE

A Strong culture is very important in improving performances at organizations by emphasizing concepts like ‘being the best’, innovation, superior quality & of being open participative companies in which employees are seen as the most valuable asset. (Peters & Waterman 1982: p 285, cited in Organizational behaviour & work by Fiona M Wilson).