Management & Organisational Behaviour

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Organizational Behavior Management (OBM) has expanded, establishing specialty areas such as performance management, systems analysis, and behavior-based safety, which are now widely recognised. The primary focus in safety is to eliminate occupational hazards from the work environment, followed by substitution and engineering controls. Behavioral processes would be best categorized as administrative controls that can promote safety priority and protective behaviors at all levels of an organization. Organisation systems can also be important in the influencing of culture in organisations in that for instance the control systems can influence the manner in which certain persons behave in the organisations. In the management of change the organisation needs to act in such a manner that the culture supports their organisation strategy and the leaders therefore have to take into account the different organisational cultures. In practice the organisation has three layers;

It is composed of performance indicators which basically aim at achieving the organization’s objectives thus increasing its efficiency in its operations. Managers should be able to apply their managerial skills especially in control and influence the employees in the following of the organization’s procedures, rules and regulations. This approach is said to focus more on the punishment part and not the rewarding side of the coin. This approach makes the employees conscious of the consequences of breaking any of those regulations. This approach is characterized with high level of discipline and the military is the best example of a bureaucratic organization. Definition of leadership and leaders Leader-member Relations: this can be describes as the trust the employees have on their leaders. This is the most important factor in the leader’s effectiveness. The characteristics of the human resource could influence the organization in a positive or a negative way. These characteristics influence its success or failures in the operations. Behaviour is described in the following aspects 4

In centralization little delegation of authority and control of the organizational decision making; power and discretion is based on the top managers who head the organization and they have exclusive authority in the organizational direction in terms of policy and strategy formulation. In small and competitive environments is basically the most efficient model. Personality represents a person’s enduring traits. The key here is the concept of enduring. The most widely adopted model of personality is the so-called Big Five (Costa & McCrae, 1992): extraversion, agreeableness, conscientiousness, emotional stability, and openness. Employees high in conscientiousness tend to have higher levels of job knowledge, probably because they invest more into learning about their role. Those higher in emotional stability tend to have higher levels of job satisfaction and lower levels of stress, most likely because of their positive and opportunistic outlooks. Agreeableness, similarly, is associated with being better liked and may lead to higher employee performance and decreased levels of deviant behavior. Alderfer (1972) in his contribution to motivation theory suggests that individual needs could be summarized and divided into three groups:

Relatedness needs; these are basically interaction needs which could be with the fellow workers or in relation to their families and thus a work-life balance should be adopted to ensure all these needs are met. 7 The main contribution of both equity theory and Valence, instrumentality and expectancy (VIE) theory is to highlight the major effects of cognitive and perceptual processes on objective work conditions in the organizations. It suggests that subordinate’s perceptions should not be ignored by the managers and thus they should be looked at with more attention:

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news, insightful opinion and expert analysis of business, finance and politics. With over 500 journalists reporting from 50 The manager’s role must be coupled with the thought that all these functions are influenced by both the internal and external changes. Leaders consider three factors when making decisions in their organizations these factors include;

Griffeth, Rodger W.; Hom, Peter W.; Gaertner, Stefan (June 2000). "A Meta-Analysis of Antecedents and Correlates of Employee Turnover: Update, Moderator Tests, and Research Implications for the Next Millennium". Journal of Management. 26 (3): 463–488. doi: 10.1177/014920630002600305. ISSN 0149-2063. Michael Beer. Organizational Behavior and Development. Harvard Business School Working Paper, No. 98-115, June 1998. [1] The broad goals set in the theory will enable the people interprets their performance in against a variety of the indicators thus output is basically increased as the satisfaction increases. Regardless of the which consequence intervention used, an important element of the OBM intervention involves using one of the principles of ABA known as reinforcement. [14] This is due to the fact that when a behavior is reinforced, it is likely to continue to be exhibited in similar conditions to which the behavior was reinforced. [15] Behaviors which will be reinforced it determined by the organizational setting and its goals. Need theories require a satisfaction of the physiological needs and thus the organization should design its programs to try and fulfill these needs e.g. sufficient wages, lunch breaks etc.

Kalian-city blog spot.com defined it as Organization structure refers to the network of relationships among individuals and positions in an organization. Scholars have defined organization structure as the formal system of task and reporting relationships that controls, coordinates and motivates employees so that they cooperate and work together to achieve an organization’s goals. In fact organization structure describes the organization framework……..” 7 Evaluation of organisation structure Reinforcement theory (Skinner, 1938) counters goal-setting theory insofar as it is a behaviorist approach rather than cognitive and is based in the notion that reinforcement conditions behavior, or in other words focuses on external causes rather than the value an individual attributes to goals. Furthermore, this theory instead emphasizes the behavior itself rather than what precedes the behavior. Additionally, managers may use operant conditioning, a part of behaviorism, to reinforce people to act in a desired way.

L. Mcshane & M Von Glinow, Organizational Behavior, Tata McGraw Hill Publishing Company Limited, New Delhi (2005). The work of society is accomplished largely through organizations, and the role of management is to see to it that organizations perform this work. Without it, the wheels of society would soon grind to a halt. What Is Organizational Behavior? The organization design sets out the decision making process thus establishing the levels of responsibility and accountability in the organization. OBM is a subdiscipline of ABA, thus its emergence stems from the foundations of behavior analysis developed by B.F. Skinner. Skinner's book Science and Human Behavior, published in 1953, served as the foundation for OBM by highlighting the use of money to increase desired behaviors, wage schedules, and higher levels of praise for desired behaviors as opposed to undesired behaviors. [2] Skinner's greatest contributions to the emergence of OBM however was introducing programmed instruction to the educational system. Aspects of programmed instruction proved beneficial in organizational settings, particularly training. This later became the first application of behavioral principles in the organizational settings. [2] Growth needs; they may be in form of personal psychological developments, this ensures that the employees are satisfied in their roles and thus this will reduce the conflict between the management and the workers. 1

Austin, John; Carr, James E.; Agnew, Judy L. (November 17, 1999). "The Need for Assessment of Maintaining Variables in OBM". Journal of Organizational Behavior Management. 19 (2): 59–87. doi: 10.1300/j075v19n02_05. ISSN 0160-8061. The tasks performed in the over 14000 outlets she manages has enabled her choose this style or approach to manage the organisation and she has received several awards for her extemporary management and leadership style e.g. she was named the Forbes’ 2008 and 2009 etc. Definition of motivation and motivational theories The characteristics of subordinates in terms of accepting the responsibility and decision making ability.