Organizational Behavior and Its Value Add to Business

Topics: Organizational studies, Soft skills, Job satisfaction Pages: 5 (1688 words) Published: December 5, 2012
The paper explains the importance of organizational behavior and how these principles add value to t he business. Many hard-driving leaders believe the technical competencies of individuals are far mor e important than the soft skills in making them the most value added to the organization. This paper builds the argument for organizational behavior as a vital ingredient in the development of the wor k force. The paper describes how the study and practice of organizational behavior can make a differ ence in the operation of the business. -------------------------------------------------- Organizati onal behavior studies have become more important today than in previous years because corporations m ust learn to adapt to the rapidly changing business cultures that have stemmed from a competitive an d fast-paced market. In today's business world, managers are paying more attention to how employees respond to certain situations rather than if they respond. They are beginning to view organizational behavior as a vital ingredient in the development of the workforce. This paper will discuss the adv antages of organizational behavior and the balance of technical and non-technical skills that can co ntribute to the success of a business. In a war-torn economy with high unemployment, employees are e xpressing less satisfaction with their job responsibilities as unemployment soars to an all-time hig h and more responsibilities are placed on the remaining workers. Since the 9-11 tragedy, organizatio ns big and small have been forced into economic downsizing leaving their remaining employees with mo re work and less time to complete the tasks. Recent studies have shown that many of today's young wo rkers rank family and relationships over their career (Robbins, 2001). With the average workday rang ing from 10 to 12 hours, employees are growing more dissatisfied in their current positions as the l ong workdays have taken them away from quality time with loved ones. However, while these same worke rs have grown unsatisfied with their job responsibilities, they are also reluctant to leave their cu rrent positions to pursue other careers. Corporations have begun to take an interest in this growing problem in an effort to improve employee-employer relations and increase job performance. Enters or ganizational behavior. The concept of organizational behavior is for each employee to understand and believe how valuable they are to the organization, from the mailroom clerk to the CEO. This concept may have been established years ago, during the WWII era, but in the past 15-20 years, organization al behavior has shifted from corporate cohesion and company loyalty to self-motivation and autonomy (Robbins, 2001). A major factor for this change is due to the demand for increased technology, which has led to the need for skilled technical labor. Every field of business now requires some degree o f computer knowledge. The speed of doing business has increased drastically with the onset of corpor ate giants such as Microsoft, Oracle, and Intel. Companies spend billions of dollars each year tryin g to keep up with the latest and greatest technology in order to win customer business and strengthe n their customer base. Corporations have invested so much in technology and automation, they would n aturally invest in human resources that can maintain and support these new systems. Unfortunately, t echnology skills have overshadowed the value-added soft skills that are essential to building relati onships both internally and externally. Most technically skilled employees lack the soft skills nece ssary to communicate, influence, and lead others. With so many employees spending more that one thir d of their life in the workplace, management is forced to rediscover the significance of the soft or interpersonal skills that had previously enticed employee hopefuls and initiated valuable relations hips. Since the late 1980's, the corporate structure has evolved...

References: Connolly, Reg (2003). Task vs. relationship. Retri eved on March 24, 2003 from www.regconnolly.com/softwhy.htm. Robbins, Stephen, P. (2001). Organizati onal behavior. Boston, MA. Pearson Custom Publishing. paper explains importance organizational beha vior these principles value business many hard driving leaders believe technical competencies indivi duals more important than soft skills making them most value added organization this paper builds ar
gument organizational behavior vital ingredient development work force paper describes study practic e organizational behavior make difference operation business studies have become more important toda y than previous years because corporations must learn adapt rapidly changing business cultures that have stemmed from competitive fast paced market today world managers paying more attention employees respond certain situations rather than they respond they beginning view vital ingredient developmen t workforce this will discuss advantages balance technical technical skills that contribute success torn economy with high unemployment employees expressing less satisfaction with their responsibiliti es unemployment soars time high responsibilities placed remaining workers since tragedy organization s small have been forced into economic downsizing leaving their remaining employees with work less t ime complete tasks recent studies shown that many today young workers rank family relationships over their career robbins average workday ranging from hours growing dissatisfied current positions long workdays taken them away from quality time loved ones however while these same workers grown unsati sfied responsibilities they also reluctant leave current positions pursue other careers corporations begun take interest this growing problem effort improve employee employer relations increase perfor mance enters concept each employee understand believe valuable organization mailroom clerk concept b een established years during wwii past years shifted corporate cohesion company loyalty self motivat ion autonomy robbins major factor change demand increased technology which need skilled labor every field requires some degree computer knowledge speed doing increased drastically onset corporate gian ts such microsoft oracle intel companies spend billions dollars each year trying keep latest greates t technology order customer strengthen customer base corporations invested much technology automatio n would naturally invest human resources maintain support these systems unfortunately skills oversha dowed value added soft essential building relationships both internally externally most technically skilled lack soft necessary communicate influence lead others many spending third life workplace man agement forced rediscover significance interpersonal previously enticed employee hopefuls initiated valuable relationships since late corporate structure evolved assembly line culture multiple layers management development self managed work teams teams included well rounded personnel both profession al hard communication negotiation leading connolly management uses studies develop ways complete tas ks without sacrificing expense profitable important study because analyzes human since beginning cen tury researchers proven through scientific mathematical behavioral values attitudes culture environm ent affect values foundation understanding attitudes motivation robbins attitudes explain person fee l behave toward something motivation determined person values attitude managers understand takes har d succeed very performing maintaining mechanics usually established used attract influence mentioned earlier people spend third life therefore tend gravitate toward jobs interest them good person will most surely result high satisfaction people bring preconceived notions about what what should place realizes impossible please everyone desire feel sense belonging appreciation among peers superiors subordinates attitude about determine satisfaction level because suggest factors interrelate workpla ce able perceive expectations make necessary adjustments ensure prove will benefit both internally e xternally when there better understanding people place good employer relationship established when b ehaviors each recognized understood there must balance within place allow harder smarter higher degr ee willing contribute success fundamental tools help companies reach goals references connolly task relationship retrieved march regconnolly softwhy stephen boston pearson custom publishingEssay, essa ys, termpaper, term paper, termpapers, term papers, book reports, study, college, thesis, dessertati on, test answers, free research, book research, study help, download essay, download term papers
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