3 - 6 ideas from Chapter 4 Oranizational Behavior
(1) The Organizational Behavior (OB) Problem-Solving Model
OB provides a three-step technique to solve organizational problems:
a) Problem Definition
The first step to solving an organizational problem is to know the source of the difficulty. The goal of an effective MBA is to find the most important problems and solve those first. Those are called the source problems. Eliminate the source, eliminate the symptoms.
b) Analysis
After defining the gaps and using causal chains, then link the problems to their causes and try to understand the causes. If one problem is insurmountable, different solutions have to be tried.
c) Action Planning
After a thorough analysis, a plan is formulated. The action plan has six important steps:
- Set specific goals.
- Define activities, resources needed and responsibilities.
- Set a timetable for action.
- Forecast outcomes, develop contingencies.
- Formulated a detailed plan of action in time sequence.
- Implement, supervise execution, and evaluate based on goals in step one.
2) Individual and Organizational Level OB Topics
The MBA psychology lesson, the APCFB model – This model attempts to explain the cognitive process of linking external events to employee behavior. Assumptions affect the Perceptions people have. Those perceptions affect the Conclusions. And those conclusions prompt Feelings. Ultimately those feelings drive Behavior that managers observe. By trying to understand this process, MBAs may have a chance to influence positive behavior in themselves as well as in their coworkers.
It is important to have motivation in the organizations. Expectancy theory outlines the factors that produce motivation with individuals.
Motivation = Expectation of Work will lead to performance
X Expectation Performance will lead to Reward
X Value of Reward
Another way to understand and affect employee motivation is to investigate the job design. Each job has certain core job dimensions (example: skills, autonomy) that describes the duties performed. The duties lead to critical psychological states (example: responsibility for outcomes of work) within employees that result in a variety of outcomes (example: high quality work performances).
There are some interpersonal skills that would help us to succeed on the job, for example learn how to be active listening, how to do performance appraisals, how to balance reprimands with praise and how to manage your boss.
3) Organizational Level Topics
Organizations are networks of related parts. Each element works together to support efficient operations. There are six elements define organizations:
(a) Strategy
Strategy describes an explicit or implicit plan for success in the marketplace.
(b) Policies and Procedures
Policies are formal rules that are captured in a handbook while procedures are the ways in which a company conducts business.
(c) Structure
Structures describe the hierarchy of authority and accountability in an organization. These formal relationships are frequently diagrammed in organization charts.
(d) Systems
Each organization develops systems for allocating, controlling, and monitoring money, things, and people. Systems also perform informational activities by gathering information and channeling it to interested users.
(e) Climate
It is an unclear term that refers to the emotional state of an organization’s members.
(f) Culture
Culture is the mix of behaviors, thoughts, beliefs, symbols, and artifacts that are conveyed to people throughout an organization over time.
By using ‘The Human Talent Flow Pyramid’ diagram, it helps to point out graphically the ‘leakages’ and ‘blockages’ of people flows within the organization. We can clearly identify turnover problems, skill deficiencies and entrenched management.
Systems theory is a concept that likens organizations to living organisms. For example, management subsystem that sets goals, adaptive subsystem makes sure products and services are appropriate to ensure survival, boundary spanning in subsystem recruits people and raising money, production subsystem converts inputs into goods and services. Systems theory provides another way of analyzing the health of the organization.
Organizations go through a series of growth (evolution) and crisis (revolution) periods during their lifetimes that is called ‘The evolution and revolution Pattern’.
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