Party School Organizational Behavior Paper

Organizational behavior is a field of study that explores the influence of individuals, groups, and structures on behavior within organizations in order to apply this knowledge to improve organizational effectiveness. Organizational behavior is a separate skill area with a large amount of general knowledge. What does it study? It studies the determinants of behavior in organizations: individuals, groups and structures. In addition, organizational behavior applies the knowledge gained from studying the influence of individuals, groups and structures on behavior into practice to make organizations operate more effectively.

In short, organizational behavior is concerned with what people do in organizations and how this behavior affects the performance of the organization. Because organizational behavior is particularly concerned with employment-related situations, it is not surprising that you will find that this field emphasizes behaviors related to work, absenteeism, employee turnover, productivity, performance, and management. There is growing agreement on the components or topics that make up the subject area of ??organizational behavior. Although there is still a lot of debate about which is more important, people have basically reached a consensus on the core topics of organizational behavior research. These topics include motivation, leadership behavior and authority, interpersonal communication, group structure and process, learning, Attitude formation and perception, change processes, conflict, job design, work stress.

1. The basis of individual behavior

Biographical characteristics. Biographical characteristics are very accessible to managers. In most cases, everyone has this information in their personnel file. On the basis of the research, the most important conclusions we reached are: age does not seem to be related to productivity; the older the employee and the longer the tenure, the lower the possibility of turnover; the absenteeism rate of married employees is compared to that of unmarried employees Lower, lower turnover, higher job satisfaction.

Ability. Ability directly affects employee performance levels and satisfaction levels through ability-work adaptability. If managers want to make a reasonable match between the two, how should they do it?

First, effective selection procedures can improve this adaptability. Job analysis can provide information on two aspects: what the job currently does and what abilities the individual needs to perform the job adequately. Then, use tests, interviews, and assessments to find out how well the applicant performs in the required competencies. Second, promotion and transfer decisions for incumbents in the organization should reflect the candidates' abilities. As with new hires, you should assess what key competencies the incumbent should possess for the specific job and match these requirements to the human resources in the organization. Third, this adaptability is improved by making small adjustments to the job to better match the abilities of the incumbent. Such adjustments are often made without significant impact on the basic activities of the job to better suit the job potential of the incumbent. Examples of this include: changing the equipment used, rearranging tasks, etc. within a group of employees. This approach can be used with new employees as well as with current incumbents. For the latter, training methods can also be adopted to ensure that they still have sufficient technical level and work ability when time and conditions change.

Personality. An examination of the personality literature provides overarching guidelines for effective job performance that can serve as a basis for improving the effectiveness of hiring, transfer, and promotion decisions. Since a person's personality traits constrain his behavior, it provides us with a framework for predicting behavior. For example, in social situations, a shy, introverted, and unnatural individual may not be suitable as a salesperson; a person with an obedient and rule-abiding personality may not do much in advertising planning.

Can personality traits alone predict high achievers in all walks of life? Obviously not. However, understanding an individual's personality traits does help us reduce mismatches, thereby ensuring lower employee turnover and higher job satisfaction.

We already know that certain personality traits are highly correlated with success at work. Testing for these traits and using the data in the selection process will make the job more effective. An individual who scores high on accepting rules, following authority, and dependence but low on openness to experience may be more suitable for jobs such as highly structured assembly line work, security personnel in hospitals, or administrative officials in large public institutions; It is not suitable for researchers or creative work.

Learn. By definition, any observable change in behavior is prima facie evidence that learning has occurred.

Here we wish to determine what insights the concept of learning provides in terms of explaining and predicting behaviour. Positive reinforcement is a powerful tool for behavior change. By affirming and rewarding behavior related to job performance, management can increase the likelihood that this behavior will be repeated.

Relevant research in learning also shows that reinforcement is more effective than punishment. Punishing behavior often tends to only achieve a temporary inhibitory effect without long-term changes, and the subject of punishment is also prone to resent the perpetrator. Although punishment eliminates undesirable behavior more quickly than negative reinforcement, its effects are often only temporary and can later produce undesirable side effects such as low morale, high absenteeism, and high turnover. Therefore, we recommend that managers use reinforcement rather than punishment.

Finally, a manager should know that employees look to him or her as a role model. If you are regularly late for work, take two hours to eat lunch, and use company office supplies for personal use, employees will surely receive this message and imitate his behavior accordingly.

2. Basis of group behavior

Group performance. To predict group performance, we must realize that any work group is part of a larger organization, and factors such as organizational strategy, power structure, recruitment procedures, reward systems, etc. will provide some kind of favorable or unfavorable atmosphere for group operation. For example, if there is distrust between managers and ordinary employees in an organization, the clusters in the organization may form norms that limit employee efforts and output. Therefore, managers should not look at a group in isolation, but should see how much support and encouragement the group's external environment gives the group. Obviously, a group in a growing organization with abundant external resources and support from top management can easily increase productivity. Similarly, if the members of a group have the skills needed to complete group tasks and the personality traits that help the group do things, the group will be more likely to increase productivity.

There are several structural factors related to group performance, the most important ones are: role perception, group norms, status inequality, group size, group demographic composition, group tasks and group cohesion.

There is a positive relationship between role perceptions and employee performance evaluations. In terms of attitude towards employees' work, the degree of consistency between employees and their bosses affects their boss's evaluation of employees. If group norms support increased output, managers can expect individual employees to perform much better than if the group norms are output-limiting. Likewise, in a group, what level of absenteeism is acceptable is determined by group norms.

Inequality in status will cause frustration among group members and have a negative impact on group productivity and employees' desire to stay in the organization. For those individuals who are sensitive to equality, inequality can easily lead to reduced motivation and the search for other avenues that may bring about fairness (such as finding another job). The effect of group size on group performance depends on the type of group task. Large groups are more effective for activities like fact-finding, while smaller groups are more effective for action-type tasks. Our knowledge of the phenomenon of social loafing suggests that if managers use large groups, they should provide a means of measuring individual performance levels of group members.

We found that the demographic composition of a group is a key factor in determining individual mobility. More specifically, group members are less likely to quit if they are of a similar age or have joined the work group at a similar time. The contingency factor that affects the relationship between group interaction processes and group performance is group task. The more complex the group task is and the stronger the dependence, the easier it is for the group interaction process to lead to a decrease in group performance. Group cohesion has an important impact on group productivity. This effect depends on the performance norms of the group.

Employee satisfaction. Similar to the relationship between role perception and performance, if the boss and employee have a consistent understanding of the employee's work, employee satisfaction will be higher. Likewise, role conflict is linked to job stress and job dissatisfaction.

Most people like to communicate with people whose status level is the same as or higher than themselves. Thus, we might predict that employees' satisfaction will increase if their jobs allow them to reduce their opportunities to interact with people of lower status than themselves.

We can intuitively imagine the relationship between group size and satisfaction: the larger the group size, the lower the satisfaction of group members. The larger the group size, the fewer opportunities group members have to participate and interact.

At the same time, the more members there are in a group, the easier it is for disputes and conflicts to occur within the group and to form cliques. All of this can make a group an unpleasant place to be.