Organizational_Behavior

Running head: ORGANIZATIONAL BEHAVIOR TERMINOLOGY AND CONCEPTS Organizational Behavior Terminology and Concepts Organizational Behavior Terminology and Concepts The structure of an organization is set up to help maintain a healthy working relationship between all levels of management. The upper-level managers consists of the top executive e.g. the CEO and board members. An organizations executives work together with the mid level managers to convey the organizational goals, and provide resources for their frontline employees to perform the daily operations to meet these goals. This relies on each levels commitment to the organizational values system. This paper will discuss the topics of organizational behavior and culture, what functions makes an organization’s culture beneficial. Diversity and communication and other key concepts of a healthy organization. Behavior and Culture An organization is a collection of individuals working together toward achieving a common goal (Schermerhorn & Hunt & Osborn, 2008). In an organization exists a stated mission that are goals to achieve. Certain organizations have a mission to make profit, others are non-profit. The leadership inside an organization sets it’s mission. These set standards are what leaders and mangers of an organization use to apply the strategies to reach it’s goals. Organizational behavior is the study of the individuals and groups in an organization (Schermerhorn & Hunt & Osborn, 2008). Behavior is studied scientifically through case studies, statistical analysis, and surveys to help improve performance. Employees daily operations are what can determine an organization behavior. Companies with a higher quality of performance, usually have a better standard of employee behavior. Learning about an organizations’ behavior helps to develop better relationships and learn how an organization should run. The leaders in an organization should set the tone for the culture. Organizational culture is the values and beliefs that influence the behavior inside an organization (Schermerhorn & Hunt & Osborn, 2008). Culture is a good representation of the quality of performance. Organizations that encourage teamwork, diversity, creativity, and innovation will have a high level of performance. The internal environment of an organization is a direct result of the culture and behavior of it’s employees. A good leader will communicate the vision of his or her company to it’s subordinates often, allowing this vision to permeate down the line to each individual. Conflict between employees can create a negative culture and management has to arbitrate when conflicts arise among company units and to foster an organizational culture that encourages debate and tolerates ambiguity (Cusumano & Gawer, 2002). In an environment with a strong culture, employees are instructed on the skills of conflict resolution. Knowing how to work in teams and prepare to be an integral part of an organization’s success. Diversity and Communication Other factors that develop an organizations culture are diversity and communication. Developing a diverse environment can generate ideas, influence teamwork and create situations where people feel free to add their talents to have an impact on the workplace culture. Many organizations have made it part of their mission to include diversity. Nike INC. has describe their campaign as “diversity and inclusion” (Nikebiz, 2009). Nike describes this campaign as what will drive creativity and innovation, and will take “every one of our over 30,000 employees working at the top of their game for Nike to reach its highest potential” (Nikebiz, 2009). The Nike organization has set up a team to provide the tools and business consultation to, it’s employees in efforts to maintain a strong cultural diversity. It can be important to recognize the differences in culture in an organization, recognizing that employees do not leave their cultural values and lifestyles at home when they are at work (Robbin & Judge, 2009). Communication is what an organization relies on to connect the plans and ideas of, it’s individuals. Strong teams are not necessarily the teams who have the most talent, but the team with the best communication. Communication serves four major functions within a group or organization control, motivation, emotional expression, and information (Robbins & Judge, 2009) Managers use tools to motivate their employees, employees use motivation to inspire each other when working in teams. Good communication means sending clear concise messages, through the best channels, so that the intended party can understand fully what action to choose. With the advance of technology messages can be sent through various channels. The computers and cellular phones and electronic messaging, have allowed organizations to communicate with their employees faster and easier. Conclusion Culture, behavior and diversity, and communication are all functions that have an impact on the operations of an organization. As each individual adds their talent and life experiences to an organization, its important to create an environment where these talents can be used. An organization is collection of individuals, individuals who need to work together at every level for the success of the organization. Employee’s behavior determines the culture of organizations. This goes for the highest level of employees to the lowest. The environment is set by the leadership, and their commitment to communicate the standards to, it’s employees. Companies that have a healthy culture are more likely to be successful than those who’s culture is divisive and where employee behavior is not satisfactory. References Michael A Cusumano, & Annabelle Gawer. (2002). The elements of platform leadership. MIT Sloan Management Review, 43(3), 51-58.  Retrieved October 30, 2009, from ProQuest Nikebiz. (2009). Company Overview: Diversity. Retrieved from http://www.nikebiz.com/company_overview/diversity/ Robbins, S. & Judge, T. (2009). Organizational behavior (13th ed.). Upper Saddle River, NJ: Prentice Hall. Schermerhorn, J., Hunt, J., & Osborn, R., (2008). Organizational behavior (10th ed.). Hoboken, NJ: John Wiley & Sons.