OB theory
This is an American tradition based managerial function theory. It can help to identify the appropriate behavior for increasing ROI. It mainly used for finding technical solutions. This theory helps for minimizing the complexity of any actions done in the organization. The actions are taken based on the abstract of the situation. Organizational behavioral theory depends on different factors of the organization such as management science and logistics of the organization. Apart from that organizational behavior influence personality on organizational performance. Rethinking of Organizational behavior can engage approach, which can be thought provoking. Many types of critical analysis have been provided for understanding the elements of organizational behavior.
ob tradition theory
ob tradition theory mainly based on European tradition and help to explain the organization related behavior. This theory explains humanistic claims of knowledge, which are based on ideas for complexity based on the experiences in real life. It includes non-specific behaviors of organization. This theory defines all actions done by people, and the created thinks and behaviors changes, which are not implemented naturally (Shafritz, Ott & Jang, 2015). Traditional organizational behavior recognizes fact that employee of the organization is central resource in order to develop organizational activity. In traditional organizational behavior, organizational manager closely monitors the performance of the employee in order to complete organizational task. On the other hand, contingency approach of traditional ob helps to make approach to work effectively if the business plan fails. Alternatively, productivity approach of ob tradition measures the organizational effectiveness. This approach also reveals the efficiency of the manager to optimize resource utilization. According to Van Knippenberg et al. (2015), the last approach in OB tradition views organizational system as united and purposeful system to compose interrelated parts.
Relationship between OB and ob tradition
Organizational behavior refers to the interaction of organizational employee in order to make the organization work effectively. Organizational behavior examines the employee behavior in work environment and determines the impact of OB in the job structure, communication, leadership, motivation and performance. Both of the theories mainly help to identify the appropriate behavior for the sake of organization. Both of the theories are based on knowledge claims, which help to find the solution easily (Hatch, 2018). On demand of 21st century, the changing environment in the workplace has affected OB tradition majorly. Traditional ob represents organizational hierarchical upward power flow and the organizational employees get departmentalized. The organization that follows traditional organizational behavior they maintain four types of approach to maintain the effectiveness of the organization. Additionally, risk management, technological uses, and diversification also play major role in the organizational behavior. As commented by Adefolalu (2018), organizational behavior can be maintained by the work stability in the activity to make progress. These days’ organizations are more flexible to change the organizational workflow. OB structure includes many parts, such as, section chiefs of every department of organization, deputy managers, and the main manager, even the general auditors also. This structure has some similarities with ob tradition (Bolman & Deal, 2017).
According to Jackson & Carter (2007), traditional organizational behavior is mainly concerened with the behavior that guide the organization implicitly or explicitly. It provides different methods and techniques that manipulate the organizational behavior. In traditional organizational behavior, it is assumed that the manipulation of behavior can always be happened and it fulfills the purposes of the management or organization. In order to propose the methods that manipulate organizational behavior, it is important to address the ethical considerations attendant. It is essential to address the ethical considerations attendant of different fields like genetic engineering, psychology and biology. However, these are rarely considered in different fields of study. In spite of the detrimental effects to the modification techniques, organizations rarely consider these factors. There are ethical factors that surround the procedures and techniques of the organizational behavior. In addition, it is not clear how the modified behavior will serve. Different purposes that are served by an organization and the organization behavior manipulation are considered purposeful and effective.
Differentiation between OB and ob tradition
OB mainly refers the managerial tradition of America for seeking the proper behavior for increasing ROI. On the other hand, ob is European based tradition regarding theories of social behavior for explaining behavior related to organization . OB mainly used for technical solution but ob mainly used for defining humanistic behaviors of organization (Daft, 2015).
OB tradition does not emphasize the part of technological improvement, but in term of modern organizational behavior, organization put major focus on technological implication (Armstrong & Taylor, 2014). The process of rethinking of the OB can be refer as an approach, which is thought provoking and help to decide the situational behavior of organizational (Jackson & Carter, 2007). The clear language of accessible language can help to provide a critical analysis of the elements of organizational behavior. OB helps in rationality, decision making and identifying efficiency.
Based on the research of Jackson & Carter (2007) it can be stated that the traditional organizational characteristics are prevalent and salient within an organization. In traditional organizational behavior, grouping is done in order to justify different actions. It is essential in ob tradition to social context where organizational behavior canm be analyzed and different techniques can be adopted. These techniques are integral to the overall process of the organization. OB tradition has generic behavior which has no specific configuration. On the other hand, ob tradition outlines the strategies properly and decisions are taken after rigorous research and analysis.
Organizational development by organizational behavior ob tradition
In case of Rapid Supply Electronic Components Ltd, this organization has acquired another organization to develop their organizational business. After eleven months of the acquisition found out that there are difficulties to manage the organizational business. Acquisition of the organization was unplanned however; it was failure of the traditional organizational behavior for that organizational employee of the organization has faced difficulty to work properly within the above-mentioned organization. As the organization was maintaining organizational business tradition for that above-mentioned organization has faced difficulty in human resource approach. Survey conducted by the organization has been shown that the organizational human resource department was declining the employee morale (Barry & Wilkinson, 2016). According to Shafritz, Ott & Jang, (2015), the focus of the organization has shifted from internal matters to external matters. Many theories of organizational behavior are compatible and can help to predict the important aspects of organization and help to assume the position of the company in world and maintain the position.
According to Jackson & Carter (2007), an organization is influenced effectively by different approaches that are taken to modify the organizational behavior. There are some behaviors, which are not observable, and happen secretly. However, behavior can be observed without understanding the factors that influence it. In this case, Rapid Supply Electronics Components, which acquired Electronic Bits Fast, tries to design and implement a new structure for organization for promoting logistics, sales and customer service. This project involves introduction of the SAP system of EBF to all the staffs of RSEC and creating different networks for information technology and phione. While implementing this, there are problems regarding employee behavior that have been faced by the management of the organization. It is important to apply the ob tradition in this particular tradition because it will help in providing the basic principles for improving the behavior of all the staffs. It also identifies the factors that influence the behavior. It plays important role in restructuring and redefining the ethical principles and organizational behavior.
OB theory
As implying traditional organizational behavior, theory on the time of acquisition has made the organization to face several difficulties. Thus, it can be said that implying organizational behavior in proper way could have helped the organization to maintain the organizational business process ineffective way. Organizational behavior has major relationships with the organizational development, which involves the employee at the time of development.
In terms of the Rapid Supply Electronic Components Ltd, ob tradition requires to develop the human resource management system to make the work process of the organization more effective. This organizational employee fails to accept the acquisition process as organizational behavior was not proper. Organizational customer service requires improvements in order to make organizational development in distant future. In this case, the differences between two theories can help the organizations in different ways. OB helps to solve the technical problems by minimizing the complexity, on the other hand ob helps solving any social related problems of employees (Pershing & Austin, 2014). Managers of the above-mentioned organization require implementing the change successfully in order to make the organizational development in proper way. In part organizational behavior tradition this organization was maintaining single goal to earn profit. Rather, this organization now requires maintaining multiple goals in order to make the organizational business successful. The organizational managers require making the goals by bargaining to achieve organizational success. On the other hand, for behavioral theory, this organization requires to satisfy the behavior to maximize the behavior related theories for organizational development. OB will help the organization to allocate the resource properly to achieve maximum profitability by spending less amount of cost. On another hand, traditional behavioral theory can allocate theory by proper identification rather assuming the resource allocation.
References
Adefolalu, A. O. (2018). Cognitive-behavioral theories and adherence: Application and relevance in antiretroviral therapy. Southern African journal of HIV medicine, 19(1), 1-7. Retrieved on: 14th August, 2018 from: https://www.ajol.info/index.php/sajhivm/article/view/170736
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. UK: Kogan Page. Retrieved on: 14th August, 2018 from: https://books.google.co.in/books?hl=en&lr=&id=TCwoAwAAQBAJ&oi=fnd&pg=PR2&dq=organizational+behaviour+theory&ots=wAjlUnU0Yv&sig=vTY7jqQ6pFFu71wFYQ_EKnHBRlY#v=onepage&q=organizational%20behaviour%20theory&f=false
Barry, M., & Wilkinson, A. (2016). Pro?social or pro?management? A critique of the conception of employee voice as a pro?social behavior within organizational behavior. British Journal of Industrial Relations, 54(2), 261-284. Retrieved on: 14th August, 2018 from: https://onlinelibrary.wiley.com/doi/abs/10.1111/bjir.12114
Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership. US: John Wiley & Sons. Retrieved on: 14th August, 2018 from: https://s3.amazonaws.com/academia.edu.documents/36951459/Bolman-Deal-Reframing-Organizations.pdf?AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1535179050&Signature=fDamykd28xlEN88K80qcpjEBpbM%3D&response-content-disposition=inline%3B%20filename%3DReframing_Organizations_Fourth_Edition_L.pdf
Daft, R. L. (2015). Organization theory and design. Boston: Cengage learning. Retrieved on: 14th August, 2018 from: https://books.google.co.in/books?hl=en&lr=&id=yPq5BwAAQBAJ&oi=fnd&pg=PR3&dq=daft+r.+l+,+organizational%3B+theory&ots=sYjCn_7cxH&sig=-xqAx9JeVn-c2EFZDHy3SiXlAlg#v=onepage&q=daft%20r.%20l%20%2C%20organizational%3B%20theory&f=false
Hatch, M. J. (2018). Organization theory: Modern, symbolic, and postmodern perspectives. UK: Oxford university press.1080/1359432X.2013.858699. Retrieved on: 14th August, 2018 from: https://books.google.co.in/books?hl=en&lr=&id=L2pNDwAAQBAJ&oi=fnd&pg=PP1&dq=Hatch,+M.+J.,+and+A.+L.+Cunliffe.+%22Organization+theory:+modern,+symbolic+and+postmodern+perspectives.&ots=6PQTz6DrNJ&sig=7cXF2Mz6sFnUC2spI-bKdAvnzgg#v=onepage&q&f=false
Jackson, N. & Carter, P. (2007), Rethinking Organisational Behavior: A Poststructuralist Framework. US: Prentice Hall. Retrieved on: 14th August, 2018 from: https://books.google.co.in/books/about/Rethinking_Organisational_Behavior.html?id=Ks6D0NBvHD4C
Pershing, S. P., & Austin, E. K. (2014). Organization theory and governance for the 21st century. US: CQ Press. Retrieved on: 14th August, 2018 from: https://books.google.co.in/books?hl=en&lr=&id=erqXBAAAQBAJ&oi=fnd&pg=PT16&dq=parshing+s.p+and+e.+a+austin,organizational+theory&ots=ucTcwbcQkt&sig=OMLASXis2n9twotr_zwvur6WxE8#v=onepage&q&f=false
Shafritz, J. M., Ott, J. S., & Jang, Y. S. (2015). Classics of organization theory. Boston: Cengage Learning. Retrieved on: 14th August, 2018 from: https://books.google.co.in/books?hl=en&lr=&id=lOTrBQAAQBAJ&oi=fnd&pg=PR5&dq=Jay+Shafritz,+J.+Steven+Ott,+and+Yong+Suk+Jang.+2011.+Classics+of+Organization+Theory,+7th+Edition.+Massachusetts:+Wadsworth.&ots=wRIGkmYND4&sig=VpMWe2CjsQsMjkG-JZdkpuEZJAo#v=onepage&q&f=false
Van Knippenberg, D., Van Prooijen, J. W., & Sleebos, E. (2015). Beyond social exchange: Collectivism’s moderating role in the relationship between perceived organizational support and organizational citizenship behavior. European Journal of Work and Organizational Psychology, 24(1), 152-160. Retrieved on: 14th August, 2018 from: https://www.tandfonline.com/doi/abs/10.
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