The Systematic Study of Organizational Behavior

A countrys destination is the conventional behavior of a society that constitutes beliefs, customs, knowledge, and practices. Evidently, it crops human behavior, even though it is r atomic number 18 that it enters into their conscious thought. People depend on destination as it gives them st baron, security, understanding, and the ability to respond to a given situation. Culture complements their well-being. This is why wad fear change. They fear the system depart become unstable, their security will be lost, they will not understand the new process, and they will not know how to respond to the new situations (Knoster, Villa Thousand, 2000).The organizations base depends on a company philosophy, values, quite a little and objects. A companys mission and vision atomic number 18 its very core. This, in turn, drives the organizational culture, which is composed of the formal organization, informal organization, and the social environment. A countrys culture determines the sli p of leading, communication, and group dynamics within the organization. The weeers behold this as the quality of work life, which directs their degree of motivation. The final outcomes are performance, unmarried satisfaction, and personal growth and development. only these genes combine to build the archetype or framework that the organization operates from.A social system is a complex set of human relationships interacting in many ways. Within an organization, the social system includes all in all the people in it and their relationships to each other and to the outside world. The behaviors that come about within organizations are of utmost concern and importance. Studying these behaviors may help the consumers to comprehend why some sales agents or employees are able to introduce and transmit their products and services with efficiency and goodness (cited in Johns, 1988). Also, the social system does not chip in boundaries. It exchanges goods, ideas, culture, etc. with the environment around it (cited in Knoster, Villa Thousand, 2000).A bailiwick like this could become quite a balancing act. Individualism favors individual rights, loosely knit social networks, self-respect, and personal rewards and careers. One aspect begets other aspect, which is why it is integrated in nature. Socialization or collectivism favors the group, harmony, and asks What is crush for the organization? Organizations hire people to challenge, question, and experiment while still maintaining the culture that binds them into a social system (Knoster, Villa Thousand, 2000).Autocratic The basis of this model is role with a managerial penchant of authority. The employees in turn are orientated towards obedience and dependence on the boss. The employee indispensableness that is met is subsistence. The performance result is minimal. protective The basis of this model is economic resources with a managerial orientation of money. The employees in turn are point toward s security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.Supportive The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is waken drives.Collegial The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.Individualization is when employees supremacyfully exert influence on the social system by challenging the culture slight socializing and besides little individualization create isolation.More socialization and too little individualization create conformity.Less socialization and too in high spirits individualization creates rebellion.While the match that organizations want to create is high socialization and high individualization for a creative environment. This is what it takes to survive in a very competitive environment having people grow with the organization, moreover doing the right thing when others want to follow the easy path (Knoster, Villa Thousand, 2000). hire as a motivational factor Many companies mistakenly dare that what works for one organization will work well for all organizations. Companies often attempt to create inducing programs without thinking in particular proposition about how each program feature will best sheath their targeted audience. Providing pie and ice-cream when employees desire flexible work hours, paid time off, training, or the ability to work from home is an example of a negative incentive. To facilitate the creation of a profitable program, every feature must be well-kept to the participants interests.A successful incentive p rogram requires clearly defined rules, fitted rewards, efficient communication strategies, and measurable success metrics. By adapting each element of the program to fit the target audience, companies are better able to tie program participants and enhance the overall program effectiveness (bonus).An incentive program represents a substantial investment to most organizations. Receiving a capable return on that investment requires the full participation of the program participants. Incentive programs are based upon the concept that effort increases as people perceive themselves happening towards their goal. In The cunning of penury An Incentive Industry Primer, the Incentive merchandise Association ties incentive programs to the psychological equation Ability x Motivation = Performance.In order to properly motivate, programs must be designed to cristal a variation of products and services to program participants based on their eccentric interests and diverse needs. Successfu l programs need to carefully develop their reward methods to play along participants eager to approach a new goal once they redeem achieved a reward (Incentive).In order to create an effective program, organizations must keep the overall nonsubjective in mind when considering program design and implementation. Objectives should be formed based on the organizations overall goals and should be straightforward and specific so participants clearly understand the expectations. Program objectives rear end vary depending on the needs of each individual organization. They must be challenging, yet achievable. If objectives are viewed as unattainable, the program will be bandaged for failure. Management By Objectives is crucial for a company to achieve progress and success in order to manage the company in an objective manner. With this in mind, Companies have set various standard order procedures for employees.Managers are always at the forefront of this matter. Objectives may include m otivating employees, recognizing performance, persuading customers to adopt a purchase, or even reinforcing a marketing message. Once the programs goals have been determined, every aspect of the program must be measured against this goal in order to ensure the programs success in goal achievement. Whenever successful, objectives should volunteer measurable results allowing the organization to monitor performance and measure the overall success of the program.ReferencesBorne, P.A. (February 21, 2007). Organizational Behavior. Retrieved December 12, 2007 from http//www.wincustomize.com/articles.aspx?aid=144899&c=1.Incentive Marketing Association. The Art of Motivation An Incentive Industry Primer. Retrieved December 12, 2007, from http//incentivemarketing.org/displaycommon.cfm?an=1&subarticlenbr=51.Knoster, T., Villa, K.T., & Thousand, J. (2000). Restructuring for Caring and in effect(p) Education Piecing the Puzzle Together. A Framework For Thinking About Systems Change. Baltimore capital of Minnesota H. Brookes Publishing Co.Johns, G. (2004). Organizational Behavior Understanding and Managing Life at counterfeit 6th Edition. Upper Saddle River, N.J. Prentice Hall.