Organizational Behavior
ABSTRACT
An organization in a rapidly changing competitive environment is no stronger than the peoples that work within them. Management may have great ideas, but they will; remain just that, great ideas, if there is no buying in. Technology will increase but by itself it will be of no benefit if there are no users thereof. My analysis suggest that the success of any one organisation depends on the combination of the insights of the components previous stated notwithstanding the fact that the structures taken on and the strategies adapted may seem to be outside of what is normal, maybe even appearing ludicrous. But it may just be the exact fit that the organization requires to perform at its best.
INTRODUCTION
Organizational Behavior can be defined as the study of what people do in an organization and how that behavior affects the performance of the organization. Robbins(1998). In a similar vein, Mullins (2007, p.3) defined organisational behaviour as ‘the study of the behaviour of people within an organisational setting which involves the understanding, prediction and control of human behavior.
However the writer failed to take into account the complexities associated with understanding human behaviour within organisations. Today’s knowledge workers may find it ludicrous that managers need to control their behaviours in the workplace to achieve goals. Rather, they would prefer to be considered members striving towards the attainment of organisational goals.
PURPOSE/AIM
The objective of this paper sets out to analyze the structure and behaviors of individuals and groups of Oticon, adjusting to organizational structure change, the dynamics of groups and the relationship of leadership that holds it together.
METHODOLOGY
The information for this report was gathered form books articles and class notes. The report however is limited to a word count and as a result only a few selected items such as Organisational Structure, Change, Group Dynamics and Leadership will be highlighted and presented to form a discussion for this case.
BACKGROUND
Oticon a Danish firm famous for its innovation, marketing and design of hearing aids, suddenly finds itself in a crisis having to face rival companies which seeming have gained market share and the competitive advantage over Oticon, by introducing a new hearing aid into the market. Oticon believing that their product was superior and that is would stand the test of time was slow to respond to the threat at hand, found themselves slipping into the abbess of the industry , to the extent that in 1978, Oticon