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Three Key Concepts for Positive Organizational Performance
Three key concepts of positive organizational performance that can be defined from the articles about Organizational Behavior are focus on human resources, leadership style, and team building.
Pfeffer and Veiga (1999) assert that “companies which place workers at the core of their strategies produce higher long-term returns to shareholders.” Finally, the perfect result is reached when people work harder and are more interested in their work because of increased involvement and commitment, work smarter because of their skills encouragement.
In his article, Yafang Tsai (2011) insists that “the core values of an organization begin with its leadership, which will then evolve to a leadership style.” The perfect leadership is one of the main factors in reaching the mission and goals of any company.
Decentralization and dividing the numerous staff on work groups with the leader is the greatest opportunity for ensuring positive organizational performance. Team building will be effective for company growth if the right techniques are used. Unexpectedly, Leigh Thompson (2003) argues: “…40 or so years of research on brainstorming has found that brainstorming is significantly worse in terms of fostering creativity than just having the same number of individuals work independently.” According to him, Nominal Group Technique is more effective technique for a team. It begins with brainstorming and ends with ranking of ideas, which are written on a blackboard.
The above key concepts can help any organization to improve its organizational performance and succeed. However, organizations should also make efforts. Companies should provide employment security to keep the personnel. The leadership should motivate the personnel to achieve the organizational goals using emotional intelligence, ethical behavior and understanding of cross-culture communication if needed.
Three Key Concepts for Positive Personal Performance in Organization
Although not unexpected, but the three main concepts for positive personal performance in an organization are the same as for positive organizational performance. Thus, they are focus on employees’ point of view, ethical leadership style, and provision of higher level of responsibility by decentralization.
Information sharing between the personnel of different status helps people to feel they are trusted and valued. The Springfield remanufacturing company uses the “open-book management” in their practice, where employees can share all their wisdom and ideas. Linda Klebe Trevino and Michael E. Brown (2004) remind “…social context is important because people, including senior executives, look to others for approval of their thinking…”
The leaders should learn the ethical attitude and behavior to lead people to organization’s aims. Anick Tobbize (2008) explains: “…The majority of workers believe that fairness is the most important aspect of workplace culture …encourages happiness in the workplace.” At the same time, Yafang Tsai (2011) confirms that “When the interaction between the leadership and employees is good, the later will make a greater contribution to team communication and collaboration….thereby enhancing job satisfaction”
Team-based organization prospers in having the personnel feel valuable and responsible for their work. Team structure allows people to fill freedom in their actions, but at the same time the employee should take more responsibility. Jeffrey Pfeffer and John. F. Veiga (1999) notice that “this increased sense of responsibility stimulates more initiative and effort on the part of everyone involved.”
Employees differ in age, status, experience, culture and other aspects; thus, it seems that to satisfy everyone requires a special approach. But all people want to be heard despite their differences; they do not want to be deceived and want to have some freedom in action and idea-sharing.
The results of Good Understanding of Organizational Behavior
Dutch joint venture, Vancom Zuid-Limbur, is an example of a team-based organization that makes profit by ensuring team building and satisfaction of employees at the same time. Each team of this company has its own bus lines and budgeting responsibilities. Jeffrey Pfeffer and John. F. Veiga (1999) explain “Vancom is able to win transport contracts mainly because of its very low overhead costs.” The drivers assume more responsibility, but at the same time they have got more freedom in actions and in their opinion sharing (for example, they are making suggestions for improvement of the services).
The article by Trevino and Brown (2004) describes the person who is an example of ethical leadership. James Burke, CEO of Johnson & Johnson, did not like hypocritical organization. “He demanded that senior executives either subscribe to the credo or remove it from the wall.”
Leigh Thompson (2003) gives an example of one hotel that has received complaints from its guests that they had to wait too long for the elevators. The hotel manager asked for the employees, specifically an engineer and a psychologist, for help. The engineer suggested the costly solution to install another elevator. The psychologist recommended putting mirrors and a magazine rack near the elevators. “The manager chooses the low-cost option, and the complaints stop.” It is an example of role switching among employees of diverse backgrounds, where each member of the staff has the opportunity to solve the problem of their organization. The staff feels they are valued and important; the organization receives nonstandard and profitable solution. Everybody gains from such team search for solution.
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Current paper covers only some examples of the key concepts of organizational behavior. Some of the concepts are used more often than others. However, they are all important for organizational success and benefit, and at the same time for employees’ job satisfaction.
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