Elements of Organizational BehaviorsElements of Organizational BehaviorsElements of Organizational BehaviorsOrganizational Behavior is the study and application of knowledge about how individuals, groups as well as people conduct themselves in organizations. This is done by taking a system methodology. In other words, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its main purpose is to enhance relationships by achieving social, organizational and human objectives. This paper will focus the important elements such as values, goals, ethics and vision of organizational behavior and how these elements can challenge the effectiveness of an agency.
First, values can be defined as those things that are important to or valued by someone. That someone can be an individual or, collectively, an organization. One place where values are important is in relation to vision. One of the imperatives for organizational vision is that it must be based on and consistent with the organizations core values. When values are shared by all members of an organization, they are extraordinarily important tools for making judgments, assessing probable outcomes of contemplated actions, and choosing among alternatives. Perhaps more important, they put all members “on the same sheet of music” with regard to what all members as a body consider important.
Organizational behavior is concerned with developing people skills. Therefore, the goals of organizational behavior are to help us to explain, predict, and control human behavior. When we seek answers to why an individual or a group of individuals did something, we are pursuing the explanation objective. It is probably the least important of the three goals from a management perspective it occurs after the fact. Yet, if we are to understand a phenomenon, we must begin by trying to explain it. We can then use this understanding to determine a cause. For example, if a member of valued employees resigns, we undoubtedly want to know why in order to determine if it could have been prevented. Employees quit their jobs for many reasons. However if the explanation for a high quit-rate is inadequate pay or boring jobs, managers often can take actions that will correct this situation in the future.
In summary, the goals of organization behavior are to get humans to change in order to lead effectively. Organizations can help change the nature of human thought. If we think about it from the point of view of the people involved, organizations will be much better when they help us. A successful organizational behavior is also the point where we have to learn the true nature of our current behavior. We want to change behavior within and within ourselves.
For example, there are many people all over the world, living their lives like an animal. They find jobs, create businesses, go out the grocery store, take vacations, and do all of this with almost nothing of our own free will or choice. This is what leads to many of these behaviors being called on to change, instead of going by our own behavior.
But that leaves the problem of who will be “caught in the loop” in our organizational behavior. Will we be a “lazy” organization when making the decisions? Will we be a healthy organization, one that is focused on how we learn, how to lead (and how to control our decisions), and how to manage our own behaviors (and how to get a handle on the outside world, where we may find ourselves)? Or will we be an aberration (an aberration that changes the behavior of others)? The latter may not be the case. We become an “unhealthy organization” that is stuck in one of the most toxic areas of our organization today.
Understanding who may be a “lazy” organization
People who look at the most common patterns of work experience a high percentage of working for others, in other words, do not necessarily work for everyone (which is a very common situation). The following charts describe this.
The above chart illustrates the main characteristics of an organization. This may not be as clear by heart as people think. For example, most high performance management organizations focus not on the people, while those that do focus on the organizations in general tend to be a group of people generally. For example, most companies have great culture of accountability, respect for their core employees and commitment to maintaining excellence. But in other cases of companies, it is not very true to the people. Many people who are employees and/or co-workers, will come to their own conclusions not based upon the performance of their employees.
Individuals at large may work for their own interests and that of their employees, as well as work for a business, business partners, or similar company. These are people that many organizations try to do business with, which is why this chart illustrates.
The chart is divided into two sections. First I take the following generalizations below to explain them and what they mean for the organization as a whole. Secondly, I would suggest that many of those below also apply some of the above in this post. Please feel free to point out anything you see here and tell us if there is anything you don’t as well.
We know that in the United States, 50 percent of work hours work for an individual or their spouse and children and 40 percent of the company works mostly for them or spouses or children.
How do you feel about the above and the fact that your organization tries to make human behavior part of its business? Or some other thing that your customers would never see, maybe you don’t realize this when you realize that it is part of your organization.
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In summary, the goals of organization behavior are to get humans to change in order to lead effectively. Organizations can help change the nature of human thought. If we think about it from the point of view of the people involved, organizations will be much better when they help us. A successful organizational behavior is also the point where we have to learn the true nature of our current behavior. We want to change behavior within and within ourselves.
For example, there are many people all over the world, living their lives like an animal. They find jobs, create businesses, go out the grocery store, take vacations, and do all of this with almost nothing of our own free will or choice. This is what leads to many of these behaviors being called on to change, instead of going by our own behavior.
But that leaves the problem of who will be “caught in the loop” in our organizational behavior. Will we be a “lazy” organization when making the decisions? Will we be a healthy organization, one that is focused on how we learn, how to lead (and how to control our decisions), and how to manage our own behaviors (and how to get a handle on the outside world, where we may find ourselves)? Or will we be an aberration (an aberration that changes the behavior of others)? The latter may not be the case. We become an “unhealthy organization” that is stuck in one of the most toxic areas of our organization today.
Understanding who may be a “lazy” organization
People who look at the most common patterns of work experience a high percentage of working for others, in other words, do not necessarily work for everyone (which is a very common situation). The following charts describe this.
The above chart illustrates the main characteristics of an organization. This may not be as clear by heart as people think. For example, most high performance management organizations focus not on the people, while those that do focus on the organizations in general tend to be a group of people generally. For example, most companies have great culture of accountability, respect for their core employees and commitment to maintaining excellence. But in other cases of companies, it is not very true to the people. Many people who are employees and/or co-workers, will come to their own conclusions not based upon the performance of their employees.
Individuals at large may work for their own interests and that of their employees, as well as work for a business, business partners, or similar company. These are people that many organizations try to do business with, which is why this chart illustrates.
The chart is divided into two sections. First I take the following generalizations below to explain them and what they mean for the organization as a whole. Secondly, I would suggest that many of those below also apply some of the above in this post. Please feel free to point out anything you see here and tell us if there is anything you don’t as well.
We know that in the United States, 50 percent of work hours work for an individual or their spouse and children and 40 percent of the company works mostly for them or spouses or children.
How do you feel about the above and the fact that your organization tries to make human behavior part of its business? Or some other thing that your customers would never see, maybe you don’t realize this when you realize that it is part of your organization.
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The majority of an individuals ethical development occurs before entering an organization. The influence of family, church, community, and school will determine individual values. The organization, to a large extent, is dealing with individuals whose value base has been established. This might imply that ethical organizations are those fortunate