Organisational Behaviour and Organizing Functions of Management

In contemporary business environment, leaders need to make strategic decisions that will enable their organisations remain competitive in the fast globalizing world.

According to George and Jones business success is a function its managerial decisions quality; when managers make timely, responsive, and quality decisions, their organisations are likely to prosper amidst industrial threats (George and Jones 9). Management roles can be summed up into four main roles as planning, organizing, leading, and controlling/monitoring; the above functions are not exclusive, they need to be handled concurrently.

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When people are working together, they develop a set of behaviour that affect the way they approach, explain, and perceive issues; the behaviour is referred to as organisational behaviour/culture. This paper discusses the organizing role of management and the effect of organisational behaviour on social, economic, and financial elements of an organisation.

Organisational Behaviour and Organizing Functions of Management

According to Moorhead and Griffin organisation have human, physical, and financial resources that they need to manage effectively; this call for optimal management of the resources and ensuring that maximum gain has been derived from the resource (Moorhead and Griffin 34).

When activities are optimally managed, it ensures activities are well thought and coordinated for positive results. Strategic decisions of various functions of an organization are considered when planning; the decisions involve reflective thinking that consider an organisational goals and deriving methods to attain them.

According to Nahavandi and Malekzadeh organization behaviour is a set of believe within an organisation it explains how individuals and teams relate with their organization as well as how the relationship shapes the direction taken by an organization (Nahavandi and Malekzadeh 89). The writers are of the opinion that the success of an organization is dependent on how well available human resources are combined to produce an effective operation.

Organizational behaviour is the resultant of all ways deployed to create mutual benefit between employee and employer. When all structures are set, people need to be motivated; motivation is the drive an individual has; it makes him persevere to attain set goals either in life or in an organization. The quality of decision that management makes determine the success of an organization; some of the decision directly affect human resources and thus they need to be sensitive to individual employee’s motivator.

According to Nahavandi and Malekzadeh, organizations are affected by the psychological and emotional well-beings of their human capital; people have different attitude, potential, emotional intelligence, and perceptions; for an effective business operation, human resources psychological contracts needs to be fulfilled by their employer (Nahavandi and Malekzadeh 23).

One managerial role/function which cuts across the above functions of management is human resource management; it is the human capital that develops passes and maintains culture, thus effective human resources management should address organisational behaviour from this angle.

To have effective management managers should lead by example (leading function), they must plan the level of expertise, and number of employees in an organization. Moorhead and Griffin discusses why some organisations have continued to have negative organisational culture, according to the writers, to develop rewarding culture, supervisors, line managers, department managers, top management, and board of directors should deviate from the traditional supervisory roles and adopt team leader’s roles.

Team leaders role involve managing an organisation with effective communication strategies that allow sharing of ideas, observations, and opinions between leaders and their subordinates (Moorhead and Griffin 56).

Another area that companies with negative organisational culture should look into is the effects of informal groups; informal groups are likely to offer resistance to positive organisational culture particularly if an organisation is changing its culture.

When addressing informal groups, the focus should be on opinion leaders who seem to have been misguiding the team, when these people are micro-managed where they are shown the need to be ethical and have high values, virtues, and morals, they are likely to advocate for the same to the team and the problem will have been solved (Moorhead and Griffin 56).

Discussion

According to the articles by Nahavandi and Malekzadeh, Moorhead and Griffin, and George and Jones, leaders need to enact policies that lead to the development of positive organisational culture within their organisations. The article are in line with current strategic management approaches which have started to note the changes and the potential affects that organizational behaviour have on the financial and social performance of their businesses.

Modern organisational management policies are deviating from leader-managed teams to goal-oriented teams; to successes in the new approach to management, a positive organisational culture is needed. Although the articles discuss contemporary business management matters, they fail to give light to emerging business environments like the effect that internet has on organisational culture and how human resources diversity affects organisation behaviour.

Conclusion

Organisations have human, physical, and financial resources that need to be optimally managed; when people are working together, they develop an organisational behaviour. Organisational culture is the behaviour in an organisation; it affects personnel attitude, perception, motivation, and the relationship between employees and their employer. Business leaders have the role of ensuring that their organisations have culture that embraces change, enhances invention and innovation, and motivates employees.

Works Cited

George, Jennifer, and Jones Gareth. Understanding and managing organizational behaviour. Reading: Addison, 1999. Print.

Moorhead, Gregory, and Griffin Ricky. Organizational behavior. New York:Houston Mifflin, 2001. Print.

Nahavandi, Afsaneh, and Malekzadeh Ali. Organizational behavior: The person-organizational fit. New Jersey: Prentice Hall, 1999. Print.

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