Discuss about the Organizational Behavior and Development for Organizational Culture.
Organizational behavior and development are fields of theory, research and practice that are dedicated to expanding the effectiveness of individuals to achieve particular organizational change and performance. They influence the management of organizational climate, organizational culture, and organizational strategies. As a result, these two concepts are effective tools for influencing organizational change.
Organizational behavior and organizational development are focused on people issues such as talent development, employee relations, and leadership development. Both of them also draw from a theoretical basis that emerged from the literary works of authors such as Abraham Maslow and Fredrick Taylor. Despite these striking similarities, however, they have several differences. Some researchers define it as the system-wide transmission of the knowledge of behavioral science to the planned advancement as well as strengthening of the various processes and strategies that result into organizational efficacy. Some of them like Burke describe organizational development by focusing on OD’s approach to organizational evolution and change that puts considerable emphasis on behavioral change (Rigg & Richards 2008, p. 78). French, Bell, and Zawacki (2006, pp.3-4) pay close attention to this concept as a systematic process for applying behavioral science principles in organizational processes with the sole objective of increasing both individual and organizational effectiveness.
While there are several descriptions of these terms, organizational development and behavior practitioners have established that organizational development and organizational behavior are centered on people’s issues. They are, however, still working towards striking a balance between identifying ways to maximize the value of organizational experiences and finding ways of maximizing interaction to improve organizational performance. Experts also seek to find an amicable balance between supporting humanistic systems within their respective places of work as well as applying all the competencies of this field to both the methodical and reason based systems of various efforts like organizational improvements and strategy formulation. Through this, organizational development helps organizations to be innovative and responsive in increasingly complex environments (Jaccard 2013, p. 157).
Organizational behavior involves studying human behavior in organizational settings. This concept focuses on organizations as closed systems at a given moment (French et al. 2015). This idea is in contract with organizational development, which considers organizations as open systems and puts great emphasis on how organizations change and evolve over time. The organizational development also leans more towards the scholar-practitioner continuum than organizational behavior. The latter is more focused on research than the application (Jaccard 2013, p. 159).
This particular discipline is focuses on making out and managing both the attitudes and actions of individual persons and teams, with the main emphasis on the manner in which managers can motivate them to join and stay in their organizations for a long period. It also focuses on ways getting employees to perform their jobs more efficiently, and methods that human resource managers can rely on to make their employees more flexible and creative (Martin 2002, p. 32). The rationale of using this approach is to help leaders to identify challenges, find the best ways of correcting them so as to be able to influence behavior and eventually increase organizational efficiency.
From the early 1900s, researchers have made serious attempts to prescribe ways to manage employees to be able to realize organizational goals. The classical view, an early approach, promoted increased management coordination of duties, standardization of works, strict specialization, strict chain of command, and centralized, streamlined decision making. The following new school of thought emerged during the 1920s and 1930s (Kreitner & Kinicki 2010, p. 47).
By and large, these schools of thought demonstrated how psychological and social processes could have a significant effect on productivity and work behavior. It considered organizational behavior by advocating for more people-oriented management style. This style is more participative and oriented towards solving the needs of employees. The contemporary organizational thought has, however, changed all these and brought about a more integrative system approach that incorporates the consideration of external influences, organizational processes, and the relationship between managers and employees. The organization is currently depicted to be made up of several interrelated, interdependent, and interacting subsystems that are changing and evolving. A contemporary management approach underpins that there is no best way to manage. The best way to manage, therefore, is to tailor management approaches to fit particular situations (Kreitner & Kinicki 2010, p. 49).
The role of a manager, according to contemporary organizational behavior and development, is to effectively predict, explain, and manage all kinds of behaviors that take place in organizations. In particular, they are interested in establishing the reasons people are either more or less motivated to work. Managers are required to have the ability to observe and understand the behavior patterns of organizations, various groups, and individuals to be able to predict the type and nature of responses that will be drawn out by managerial actions. In addition, they must be able to use all the understanding and eventual predictions so as to be able to effectively manage employees (Pranit 2010, p. 17). Experts examine behavior on three levels, namely, the individual, the group, and the organization. They seek to know what makes people behave as they do in organizational settings. Some of the questions that managers seek to find their right answers are what motivates their employees, what makes some of their employee’s potential leaders and others not, and people communicate and make decisions. Besides, they seek to find out how their organizations are responding to changes in the external environment (Collins 2001, pp. 18-23).
While it is often argued that the responsibility to study organizational behavior rests with researchers, it is the primary responsibility of managers to assess and increase organizational effectiveness (Williams 2015, p. 9). Managers should gather information about the environment in which their people work and find ways of developing plans for improving behavior and attitude using the data. They can find it easier to appreciate organizational behavior by accurately describing attitudes, behaviors, and events (Badal, 2009, p. 84).
Managers can use a variety of ways to gather data. They can achieve this by observing situations, interviewing employees, surveying employees, and studying written documents. These are methods that help them to describe attitudes, events, and behaviors. If managers want to use direct observation, they can attend meetings and subsequently describe what is taking place. Besides, survey questionnaires could be sent to employees (Badal, 2009, p. 85).
The differences and similarities can be used to describe how organizational behavior relates organizational development and how they are focused on people’s issues. Organizational development involves a planned, ongoing effort that organizations undertake to so as to be more effective (Shani & Noumair 2015, p. 52). When there is a gap between what an organization is trying to achieve and what it has achieved, the need for organizational changes becomes more apparent. Organizational processes include using knowledge of behavioral science with the intention of promoting an organizational culture of incessant examination and readiness for change. In this particular case, an organization puts considerable emphasis on interpersonal and groups processes. Organizational development links human process like communication, decision making, and leadership. This factor differentiates it from change approaches that depend on accounting and finance concepts (Shani & Noumair 2015, p. 53).
Additionally, organizational development is systematically planned, and this also makes it different from the many other routine changes that do take place in the organization. The fact that these processes are centered on interpersonal and team processes to enhance performance makes is clear that change has an affect the performance of all members and that the cooperation all team members is essential for the successful implementation of change processes (Certo & Certo 2016, p. 46).
The forces pushing an organization towards accepting change can exist both inside and outside an organization. These internal forces can influence the need to adopt a technology, change the composition of the workforce, goals of the organization, and organization structure. Some of the external forces that require managerial action include changes in manufacturing technology, changes in resources availability, changes in market conditions, and change in laws (Certo & Certo 2016, p. 47).
Organizations can choose to focus on organizational development in numerous areas, including changes to the structure, using many strategies for development, and technology. Common strategies for changing organizational structure are changes in work design to allow more specialization, modification of policies, changes in power or authority, classification of job descriptions, and change in the span of control. Planned change can also involve modifications in technology. Enhancing technology or work methods can lead to more efficient operations, enhanced working conditions, and increased productivity. Technologic processes to change that organization adopt are changing processes for doing work, modifying production methods, and updating computer software. These strategies focus on people and enhance employee skills, motivation, and attitudes. They can take numerous forms, for instance, the introduction of new training programs to improve work skills, an increment of communication effectiveness, development of decision-making skills, or modification of employee attitudes so as to improve work motivation (Certo & Certo 2016, p. 48).
Organizational behavior and development help human resource departments to increase their competitiveness in the domestic and global markets. For these markets to improve, organizations have to motivate their employees and equip them to realize a competitive advantage. The type of performance that is required to achieve such a high level of success depends on the market and the kind of choices an organization makes. If a firm is operating in a market where price is the leading performance indicator, it will probably decide to produce large quantities of a particular item to reduce the cost of production per unit. With time, repetition and standardization of work processes will lead to the creation of high levels of efficiency, which will, in the long run, add to a competitive value. An appropriate human resource management is necessary for facilitating outstanding routine performance (Certo & Certo 2016, p. 48).
A good illustration is that if another innovation and being innovative are the key performance indicators, most firms will go for a strategy to manufacture products that meet the distinct needs of consumers. This approach will bring about work processes that are for the most part non-routine in nature but require innovative employees. A firm such as this requires an HRM policy that stimulates worker engagement in innovative processes that can substantially deviate from fixed behavior patterns. Cooperation among employees from diverse backgrounds and who have different skills and abilities is another critical feature that high performing and innovative organizations require. The word ‘cooperation” here implies the sharing of knowledge, working together to find solutions, and learning from one another (Buchanan & Huczynski 2017, p.38).
In conclusion, plans should always strive to realize a complex mix of performance indicators. In many cases, firms may have a pattern of performance goals that include efficiency, quality, and timely delivery. These patterns can also vary depending on different work units or departments. Besides, they can also change after sometime within the same firm, which can result in highly diverse work settings. OD interventions are the most appropriate tools to help organizations to focus on people’s issues effectively and realize the right balance.
Survey feedback is an effective organizational development and behavior intervention. Organizational development interventions are the methods, techniques, and planned activities that are part of the process and in which members of organizations participate. Organizational interventions such as survey feedback, process consultation, team building and management by objectives, and sensitive training are, for that matter, the tools of the trade Organization (Development Interventions n.d.).
Survey feedback is a successful organizational development intervention that is described as a data-based intervention that flows from surveys of people are part of an organization on some subject and brings back all the relevant information gathered in the group. Alternatively, it has been described by other researchers as a process in which data is systematically gathered by use of various methods such as questionnaires from members of a particular system, evaluated in summary fashion, and reports back selectively to organizational members. There are several objectives of survey feedback (Survey Feedback as an Organizational Development Tool 2012). However, its major objectives are to help organizations to diagnose its problems and develop action plans for problem-solving and also to help members of these organizations to enhance the relationships through discussion of common challenges (Edwards 1997 p. 13).
The process of survey feedback is simple. The first step is data collection. This process is often done by consultants based on structured questionnaires that include different aspects of organizational functioning. Some organizations prefer to use questionnaires that include questions on leadership. They focus on managerial support, managerial goal emphasis, peer support, motivation, and peer goal emphasis. Other considerations are decision making, employee satisfaction, and coordination between functional areas. Members of the consulting firm or some employees can administer the questionnaire. After the competition of the questionnaires, experts classify the data, tabulate it and analyze it to arrive at some meaningful conclusions (Survey Feedback as an Organizational Development Tool 2012; Edwards 1997, p. 13).
The next step is feedback of information. After the data analysis, those who have participated in the filling up of questionnaires receive the feedback. This giving of feedback can be done either orally or in a written form. If an organization chooses to use an oral system of feedback, they can do so through group discussions or problem-solving sessions that the person in charge conducts (Edwards 1997, pp.20-37). In some cases, they may give out the feedback in the form of a written summary of findings (Ramnarayan & Rao 2011, p. 93).
The organization should compile and release to employees. People are always interested to hear what their co-workers think of their work environment. If they fail to get from the organization fairly quickly, they will make up their mind that the survey did not matter and when it is later released; their reaction may not favor the organization. It is then the work of the managers to determine where changes should be. The data can lead the organization to make reach rational conclusions about the most appropriate ways to address the concerns of employees or to identify a hotspot that has been outside the purview of human resources (Employee Feedback: Getting Results with Employee Surveys n.d.).
Whether one chooses the oral system or written as a way to give feedback, the information should remain constructive and suggestive instead of threatening or emotion-hurting. The sole reason for this is that survey feedback is aimed at identifying a weakness that can only be solved through follow-up actions. Fault-finding techniques for criticism cannot, therefore, be helpful in this case (Sahoo 2012, p. 125; Iarossi 2006, p. 64).
The final step is follow-up action. If no follow-up action is taken based on the gathered pieces of information, survey feedback program cannot be of any help to any organization. A common and useful follow-up action may might to guide all the participants to come up with their action plans so as to be able to overcome the problems revealed through the feedback (Mirvis & Berg 1977, p. 92). Another common instance involves following-up action by coming up with some specific organizational development interventions such as process consultation and team-building (Messler 1992, 142).
Since survey feedback provides an appropriate base for many critical managerial actions, it is necessary to evaluate them. Survey feedback helps in at least three major ways. First, survey feedback is a cost-effective way of implementing a comprehensive organizational development program, which makes it’s a highly desirable technique. Secondly, it efficiently and quickly generates a lot of data that can be used to solve problems that organizations and its members face. Lastly, this managerial tool enhances decision making and problem-solving abilities of organizations (Lambert 2003, p. 86).
While survey feedback is very critical for management, it can mislead an organization if it is not done appropriately. For this tool to be effective, a manager must ensure the exercise is performed accurately. The success of any survey feedback will depend on two factors. The first one is the validity of the questionnaire used and method adapted for administration (Stevenson 2002 p. 34). If the questionnaire and method used are biased, all the attempts to diagnose the problems can be futile and abortive. The other factor is the effectiveness of the follow-up action taken. If valid and reliable data is gathered, the way that information is managed can still mean either success or failure. The follow-up action must be taken based on the gathered information. A survey provides data for action that is geared towards improving an organization (Employee Survey 2005, p.16).
For all these processes to be successful, an effective leader must manage the entire process. The leader plays a critical role in ensuring that the collected data is used appropriately. Having a team leader who is not competent enough can mean the failure to find the right solutions. After collecting the data, it is the leader’s responsibility to facilitate collaborate teaming and create room for people in the team to come up with creative ideas to improve their working environment (Johnson & Converse 1985, p. 77).
Leaders should not misjudge the amount of time and facilitation skills that are required to pass across the collected information. Timely action can help to cultivate an action-oriented setting. The development process simply begins with the initial meetings and communication sessions. The implementation must involve a comprehensive strategy that incorporates goals (Connolly & Connolly 2006, p. 19).
Before the beginning of the action meeting, leaders should have a detailed understanding of the data and, based on that information, start working on a practical plan for the initial meetings. The leader should then guide the evaluation of the group’s results and come up with viable solutions once the meetings start. Consequently, after the first meeting, they need to draw a summary of the information to be documented and circulate action plans (Wealleans 2003, p.97). For the purpose of making coordination and evaluation of changes and progress feasible, there should be follow-up meetings. The leader should be optimistic and excited about the discoveries they have made and how it can be utilized to improve the organization and verbally express positive points. Besides, he should request for participation by everyone and reinforce their openness, invite them to explore with the leader areas that need improvement, and be supportive. In addition, the leader should be clear about action plans and follow-ups (Clewis 2003, p. 82).
A leader needs to rely on several principles to help an organization to gather valid and reliable data. A good leader should incorporate everyone in the process. It is not easy to be exact on the source of great ideas, and so one and no group of employees should be left out of this process. If an organization leaves some people or employee groups out for any reason, they risk ignoring a fertile source of data. If some employees do not know about some aspects of the organization, that does not make the whole process uncalled for. Such employees should be instructed to leave those sections blank. However, it is essential to know that they can still weigh in and provide surprising and enlightening information (Society for human resource management 2001 benefits survey 2001, p. 129).
When an organization is looking for information on office processes, for example, useful data can come not only from officer workers but also other people who support office processes, including those who have occasional contact with the office. The more an organization is open to listening to the views of all their employees, the higher their chance of finding credible insight (Clewis 2003, p. 82).
The next critical principle is including everything. The standard should be annual employee surveys, which should include all aspects of the organization. It is great to solicit feedback on everything that concerns the organization. Since there can be areas within the organization that the leaders think is faring on well yet it is a source of consternation among some employees, nothing should be the off limits (Clewis 2003, p. 82).
Human resource professionals who are loath of sending out broad employee surveys for fear of inviting complaints can end up losing their employees. While a survey can become a breeding ground for gripping, being open to some little grumbling can just be what an organization needs to do better. When managers read complaints, they get a sense of for what those who are under their care are experiencing. In addition, its gives employees a safe place to air their grievances. While this type of feedback is useful, managers should also know that they are not any obligation to act on every comment. During the time of analyzing employ survey results, managers can select valid issues and deal with them (Clewis 2003, p. 87).
Specific changes in an organization can call for surveys that focus on the change alone. Changes such as acquisitions, the merging of departments, layoffs, and moves all constitute areas that may call for employee surveys that are short and address the exact issue at hand directly. The survey should focus on the change itself and those affected by the change. Effective analysis of information is also critical for the success of survey feedback. The management should offer productive suggestions to help individual employees to make concise and easy to understand points. The first thing will be looking for when evaluating the collected information is a theme (Clewis 2003, p. 87).
The best way to find a consistent theme is to start by mapping out what the greatest number of participants has reported and then identifying the groups that are most affected. One major question that should be at the back of the manager’s mind is whether their employees are happy or not. (Clewis 2003, p. 92). The second critical step is evaluation of departmental themes that emerge. A critical analysis at this stage will involve other things such as whether there is the lack of communication between functional areas and accounts receivable experience stress since the sales department submits complex work. It will also consider whether hourly employees use the fitness facility less than other class of workers as they do not feel welcome (Employee surveys 2000).
While survey feedback plays a critical role in solving employee problems, it cannot help an organization to solve all employees’ concerns all the times. For this reason, an organization should ask employees to propose some solutions that they think can promote better relations. This may not solve the underlying problems, but since employees appreciate being heard, it will make the problem to look smaller. Employees also will believe that they are working for a company that takes care of their interests. Surveying plays the role of setting a tone of openness and receptivity, and this is a great opportunity to win the heart of employees (Employee surveys 2000).
Conclusion
No organization should ignore survey feedback as it is a sure way to know what people in the organization have in mind. These surveys can be used to guarantee a happier and more productive staff. Other than giving organizations an opportunity addressed emerging pressing issues, surveys empower employees. It gives the organization the chance to ask employees to propose solutions and acting on them makes the employees partners with the management in leading the organization. In the long run, the workplace becomes a place where employees would like to be most of their time and vests interest in being there. After surveying, the organization has to act on the information. Otherwise, that good feeling will not last. Employees want to know that organization involved them in a survey that is critical for everyone’s success and has responded to some of the issues they raised.
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