Organizational Behavior, Terms, and Concepts Nemo MGT307 October 25, 2011 R. R. Organizational Behavior, Terms, and Concepts For a business to be successful there must be a well-built foundation amongst its human resources. These workers must be kept content. In turn, they work hard and increase productivity. Organizational behavior is a way to observe the employees, while Organizational culture aids in bringing the people of the firm together. This is done by letting the people of the organization build a system of shared ideas, views, actions, and beliefs (Schermerhorn, Hunt, & Osborn, Chapter 1 & 16, 2008).
Additionally, having a diverse group of talent, helps in breaking down any cultural barriers, which may occur. Finally, having a clear line of communication, assists in people’s understanding. Thus, supports the developing of relationships, within the business. Sequentially, these practices will guide the firm and its members in successful future endeavors. The observable aspects of these topics will be discussed. Organizational Behavior and Culture Observable aspects of Organizational behavior include relationships between co-workers, associates interaction with upper level management, and how individuals work; on their own.
Also, the change in performance may be examined, after a normal course of action has been altered. For example, Baristas at Starbucks may be seen interacting in a very fun, light-hearted, way with each other; as well as customers. However, with the arrival of the District Manager, one will see the atmosphere of the coffee house change. Though the Baristas are still having fun, actions and laughter is toned down. The observable aspects of Organizational culture consist of different values and morals important to members of the team.
These differ, depending on the conglomerate. For instance, Starbucks Corporation asserts a rule, that does not allow partners to display any piercings; other than ear piercings. What’s more is that ear piercings were kept to a two hole, per ear maximum. Other food and beverage companies, such as Olive Garden, do not permit more than one piercing in each ear. To Starbucks, this regulation is important because corporate feels it detours the business from having a “sloppy” image. However, the employees feel it is the company’s way of suppressing their self expression.
Store Managers were advised to hold a meeting to discuss the predicament, and report responses to headquarters. To keep the partners happy, the company came to a compromise with the employees. Aside from the ear piercings, associates may now have an eyebrow or nose stud piercing displayed. This action shows partners and clients that the culture of Starbucks Coffee is open-minded, and conversely makes the members of staff happy to be part of the firm. Diversity Diversity’s observable aspects are comprised of gender, ethnicity, sexual orientation, or capabilities (Schermerhorn, Hunt, & Osborn, Chapter 1, 2008).
Capabilities in this sense mean whether the employee has or is handicapped. At Eagan McAllister and Associates (EMA), a truck integrating contractor for the military, there is a warehouse of 200 workers. The group is widely diverse. There are many Caucasian, African American, Asian American, Chinese, and Filipino employees. However, the number of men working in the building is much higher than the number of woman. Moreover, the amount of “able bodied” colleagues surpasses the quantity of handicapped or disabled members of staff.
Though the digits in one group may exceed the other, they all work as a unit to get the work done and achieve the same goal. Communication The observable aspects of communication involve verbal and non-verbal forms. Types of verbal communication include meetings, conferences, or touch bases. An employee at Starbucks may be included in a meeting, to discuss a roll out of a new holiday beverage. At EMA, before workers leave for the day, an afternoon meeting is had daily. This meeting speaks of the progress made with the number of trucks completed, and the goal for the next ay. In both places of business, each meeting has a question and answers option. At the proper moment, employees are given the chance to voice concerns or ask questions. Conferences are held at least once a year for District Managers of Charlotte Russe. This conference normally takes place before schools start their next year. This is a large conference due to the “tax free” weekend, and is a great opportunity to introduce new product. Therefore, a lot of information is communicated on how to set up merchandise and advertise sales.
Also, the conference gives District Managers the chance to share accomplishments their teams have achieved, as well as, chances to improve. Non-verbal forms of communication may incorporate hand outs, newsletter via the company’s intranet portal, or E-mails. At Starbucks, EMA, and Charlotte Russe, members of staff may be given updates about the company through the use of a company portal. This portal is set up specifically for the business and its employees. Many times changes in operation, new products, and information on upcoming sales can be found here.
E-mails are another form of non-verbal communication that is often used to inform workers of change or improvements that may occur in the future. Some companies make it mandatory to create an E-mail account through the company, like EMA. Others, like Charlotte Russe, only allow access from within the store. Conclusion Organizational behavior must be observed to understand the workings of employees within the business, and how to improve on any opportunities. In addition, Organizational culture, diversity, and communication play vital roles in producing a successful business as well.
Without a solid organizational culture, workers will not generate as needed. Lack of diversity may result in cultural barriers. Finally, the consequence for a lack in communication leads to misunderstandings and more conflicts. Should one of these areas fail, the loss in profit gain is inevitable. Should the deficiency is too great, the demise of the firm should be expected. References Schermerhorn, J. R. , Hunt, J. G. , & Osborn, R. N. (2008). Organizational behavior (10th ed. ). Retrieved from The University of Phoenix eBook Collection.