Individual In The Organization

Topics: Communication, Organizational studies, Organization Pages: 12 (2575 words) Published: May 22, 2015

Individuals play an important role in the functioning of an organization, and people tend to identify themselves with the organization they are with. For management, one of the most common problems that arise are the difficulties between team members. Developing good interpersonal skills can elevate turnover and create an environment that will appeal to the organization's top quality employees.

This paper will explain what organizational behavior and culture are, the three-step process of written communication, overcoming communication barriers, and the struggle spectrum. Organizational Behavior

Organizational behavior is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization's effectiveness (Robbins, 2012, pg. 2). The actions and attitudes of individuals and groups have an effect on the functioning and performance of an organization as a whole

Human behavior can be complex because every individual is different from another. In order for a manager to be effective, he has to step up to the challenge of matching the task to the employee. Managers must have the ability to understand the differences in individual behaviors and to use them effectively.

Attitudes play a key role with individual performance. Understanding the key components of attitudes will help in choosing a good response. There are three attitude components. They are cognitive, affect, and behavior.

An attitude can be a feeling and position. The cognitive components of an attitude describes general know how, such as, "They talk too loud." It reflects our thoughts and beliefs about something. The affective component is the emotional or feeling segment of an attitude (Robbins, 2012, pg.14). Cognitive behavioral components centers on individuals acting a certain way about something. Each one of these components are different from each other and can build upon one another to form an attitude.

Job satisfaction essentially reflects an attitude to the extent which an individual likes their job. Job satisfaction can directly affect the performance and commitment an individual has for the company. Employees tend to have greater job satisfaction when the job provides them with things they value, such as, pay, promotions, or the work itself.

Personality also plays a key role in organizational behavior. Personality is the sum total of ways in which an individual reacts and interacts with others (Robbins, 2012, pg. 41). Organizational behavior studies personality traits to help managers select appropriate employees and to better match workers to their jobs. Personality traits are characteristics that describe an individual's behavior which are demonstrated in numerous situations.

A widely used personality assessment tool is the Myers-Briggs Type Indicator (MBTI). After answering a series of questions, the answers are categorized in four classifications: Extraverted/Introverted, Sensing/Intuitive, Thinking/Feeling, and Judging/Perceiving. Understanding how each individual personality trait can predict behavior can help bring cohesiveness to a team.

Through research, understanding, and change, managers can learn to meet the evolving expectations within the organization with an aim of increasing personal effectiveness.

Organizational Culture
Organizational culture can be described as a system of shared meaning held by members that distinguishes the organization from other organizations (Robbins, 2012, pg. 219). There are seven primary characteristics to organizational culture which are: 1. Innovation and risk taking - the degree employees are encouraged to take risks. 2. Attention to detail - the degree to which employees are expected to exhibit precision, analysis, and attention to detail. 3. Outcome orientation - the degree to which management focuses on results or outcomes rather...
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