Introduction to Organization Behavior

Concept of Organizational Behaviors (OB)

Organizational Behavior

Human associations formed to accomplish goals are called organizations. They work in a dynamic setting. The totality of all observable human behaviors is a behavior. They can be moving, conversing, eating, dozing off, or working. They reflect human behavior. The study of human behavior at work in organizations is known as organizational behavior. It focuses on comprehending, foreseeing, and controlling human behavior in organizations. It seeks to boost business performance. It has to do with the managerial side of people. It aims to determine what factors affect how people behave at work.

Definitions

According to Fred Lathan’s "Organizational behavior is the understanding, prediction, and management of human behavior in organizations."

According to Stephen Robbins "Organizational behavior investigates the impact that individual, groups and structure have on behavior within organizations toward improving an organization's effectiveness."

Human behavior and organizational structure interact to produce organizational behavior. The organization is influenced by human behavior. Human behavior has an impact on organization.

Characteristics of OB

The following are the traits of organizational behavior:

• Behavioral Focus:
  OB researches how people behave in workplaces. It is supported by contributions from anthropology, political science, social psychology, and psychology. It crosses multiple fields.
• Goal-Oriented:
  Goal-oriented is OB. Understanding, forecasting, and controlling human behavior are key to enhancing organizational effectiveness and achieving goals.
• Multiple Levels:
  The study of behavior at many levels is a focus of OB. Individual, group, and organizational levels are included here. The interaction of people and groups with the organization leads to OB.
• Systematic study:
  OB is the methodical study of human behavior in organizations.

Concept of Organizational Relations

Relationships inside an organization place a strong emphasis on the value of its employees. They place a high value on group collaboration and engagement. They concentrate on overseeing the organization's human resources. They strive to maintain employee satisfaction at the workplace. They insist on

• Relationships and respect for oneself might affect how employees behave.
• Attitudes of the workforce to boost productivity.
• Informal networks to shape people's behavior
• Social needs might inspire employees.
• For better interpersonal relations, cooperation and self-respect are necessary.
• Unification via cooperation

According to organizational relations, the main factor influencing an organization's effectiveness is employee satisfaction. Happy workers enjoy and cherish their jobs. They grow to have a positive outlook on their work. They enjoy the work they are doing. Their expectations are met in terms of pay, advancement, supervision, and working conditions.

Good organization relations lead to

• Employees that are satisfied with their jobs adopt a positive outlook on their work. They are complimentary about the company.
• Low Absenteeism: Low absenteeism is a result of high job satisfaction.
• Low Turnover: Contented employees frequently remain in their positions.
• Few Accidents: Happy workers are probably less likely to experience accidents.
• Few Accidents: Satisfied workers are likely to face fewer accidents.

Importance of Organizational Relations

The following are some reasons why studying organizational interactions is important:

• Understanding Individual in Organization
  Organizations play a crucial role in all facets of human existence. People enter groups at birth. The groups educate them. The majority of life is spent working for businesses. Understanding an individual's conduct inside an organization is aided by organizational relations.
• Improve Interpersonal Relations
  An individual can better comprehend herself and others with the aid of organizational interactions. They aid in describing and comprehending personal conduct. In corporate environments, this enhances interpersonal relationships.
• Increased Satisfaction
  Managers can raise employee happiness by having a solid understanding of organizational relations. The staff grow to have a positive attitude regarding the company.
• Cordial Labor Relations
  Management uses organizational relations to address labor issues. They support managing the effects of available courses of action, forecasting the sources of labor difficulties, and understanding their reasons. Discipline issues and disagreements decline. Additionally, conflicts and frustrations lessen. Communication gets better. The result is friendly workplace interactions.
• Better Management
  To accomplish goals, management uses people to complete tasks. It is used in a human setting. Perspective on the human side of management is offered by organizational relations. It aids supervisors in comprehending each employee's conduct. It makes efficient human resource management easier. Employees may remain with the company.

Critical Behavioral Issues confronting the managers/Emerging Trends in OB/Challenges and Opportunities in OB

People are complicated. In the same circumstance, two people behave in divergent ways. The same person behaves differently in various circumstances. Organizations are undergoing changes. It has become crucial for managers to comprehend key OB difficulties. They are new trends that present opportunities and difficulties for OB.

• Manager is battling challenges with critical behaviors.
  • Increasing productivity and quality
  • Enhancing social skills
  • Directing a workforce Diversity
  • Balance Work and family needs
  • Employee Empowerment
  • Controlling change
  • Enhancing Moral Behaviors
  • Using information technology to manage
  • Addressing Globalization

• Improving Quality and productivity
  Managers must increase quality and productivity with the help of engaged staff. The equipment can be:

  • Total Quality Management (TQM) is a management philosophy that aims to continuously enhance quality in order to satisfy customers. It necessitates increased employee involvement in workplace choices. It is crucial to enhancing customer service.
  • Reengineering is the redesign and racial rethinking of labor procedures. It reevaluates how the company ought to be reorganized if it were starting from scratch. Managers are aware that workers play a significant role in the conception and execution of change.
• Improving people skills
  People skills are crucial for managers at all levels. They must acquire a variety of skills to lead teams, inspire employees, and communicate clearly. In firms that value learning, managers need to continually improve.
• Managing Work Force Diversity
  • Workforce diversity refers to individual disparities in terms of education, skills, and perspectives on the workplace. The demographics of organizations are becoming more diverse in terms of age, gender, race, and ethnicity. Employees bring their lifestyle and cultural beliefs to work.
  • Mothers who work are more prevalent. Diversity has grown as a result of migration. Managers must consider the significant effects of workforce diversity. In order to guarantee efficiency and employee retention, individual variances must be controlled.
  • Managers need to welcome employee diversity. They ought to produce work that respects diversity. Environment. When hiring, ethnic, racial, and gender considerations should be made. The management of diversity should be given top importance. They should learn to accept change.
• Balance Work-life Needs
  ​​​​​​​To reconcile work and personal obligations, managers should use creative programmers more frequently. They include:
  • Flextime: The choice of a flexible work schedule by the employee.
  • 40 hours are worked across four days during a four-day workweek.
  • Job sharing is when two or more people split the workload and make their own schedules.
  • Employees who participate in the time bank plan can use their accrued personal and holiday time in any other way.
  • Virtual Offices: Workers in networked firms use virtual offices.
• Empowering Employees
  • Employees are empowered when their roles are changed. It entails delegating decision-making authority in order to resolve business-related issues. Employees are given the freedom to manage their own job. There are self-managed teams.
  • Managers must learn how to relinquish control. The responsibility and accountability for decision-making must be taught to employees. For OB, empowerment has significant ramifications.
• Managing Change
  Things are changing as a result of change. Organizations engage in it regularly. To keep up with increasing job needs, employees must regularly refresh their knowledge and abilities. Managers must develop their ability to handle change. They must control change, get rid of opposition to change, and develop an organizational culture that welcomes it.
• Improving Ethical Behaviors
  Ethics entails moral dilemmas and decisions. It discusses appropriate or inappropriate behavior. Today's managers must navigate a variety of moral conundrums. Managers must foster an environment where workers may operate ethically. They ought to create a code of behavior. They ought to respect the worth of labor
• Managing information Technology (IT)
  Every department inside the company is impacted by IT. The quick evolution of information technology is changing the kinds of skills that are needed. Workers are becoming more knowledgeable. E-commerce is growing in acceptance. Virtual offices powered by computers are growing. Information technology's behavioral aspects should be managed by managers.
• Responding to Globalization
  For managers managing OB, globalization offers both opportunity and challenges. The organization now has a global reach. The globe has become a global village as a result. Today's managers must work across cultures and in international places. Their personnel management abilities are impacted by cultural variances. Cross-cultural management is becoming more crucial. Because of globalization, managers must adapt their management strategies to account for the variances among individuals from other cultures and nations.
• Case Study: Bandana's Dilemma
  For the past ten years, Miss Bandana Gag has held the position of assistant manager in a joint sector bank. She is a computer engineer with a master's degree. She was up for promotion to the position of manager. She was sent by the bank to the Banker's Training Center for a three-month executive development program. This programmer included a module on organizational behavior. With ten years of computer management knowledge, Bandana believed this subject would be simple for her.
  ​​​​​​​The following statements were given by the professor during the first organizational behavior lecture:
  • Despite their technical expertise, the majority of people are terrible at managing people.
  • Understanding why people act the way they do at work is quite difficult.
  • What affects how people act at work?
  • The behavior of people at work can be exceedingly challenging to predict and control.
  • Bandana has a problem. She believed that her 10 years of experience wouldn't be very helpful.

Questions:

• What is the bandana issue and why did it arise?
• What problem is Bandana facing?
• Why is understanding organizational behavior crucial?
• What would you do if you were Bandana?

Reference

AGRAWAL, DR. GOVIND RAM.Organization Relations. Bhotahity, Kathmandu: M.K. Publishers & Distributors , 2013. textbook.