Although Some Concepts Look Good On Paper Or As A Theory

Although Some Concepts Look Good On Paper Or As a Theory Backed By Val

Although some concepts look good on paper or as a theory backed by valid research, in practice they may not work or may not be applicable to specific situations. Being able to institute policies that are based on studies takes time and understanding of what exactly does the research suggest (Robbins and Judge, 2017).

For the final paper, you are to choose either the company you work for or one that you have knowledge about regarding whether Organizational Behavior (OB) techniques are in place for managerial tasks as well as other areas such as production, hiring techniques (e.g., psychological assessments), disciplinary techniques, etc.

Be sure to define the concept of OB practices as you have understood them upon applying them to the situation. Please provide information learned from the authors cited in the textbook along with other course materials that support your ideas. Use examples to illustrate your points. If you do not see OB techniques being utilized in the chosen company, state why you believe so.

Apply principles you have learned about OB that could improve the company's standards for management and business overall. If you are part of a family business or own one, discuss how what you have learned over the past weeks has helped in creating a better workplace. Evaluate whether OB techniques are appropriate for the workplace you are describing, including potential limitations and reasons they may not work.

Include a discussion of emotional intelligence (EI) as it is a vital aspect of OB. This should be an in-depth paper incorporating these elements.

Use the provided template. The paper must be double-spaced and no longer than four pages, excluding the title page (which is not included in the page count). Include an abstract if applicable. Submit the final paper by the last day of class; late submissions will not be accepted.

Paper For Above instruction

The influence of organizational behavior (OB) techniques within a company profoundly impacts its management practices, workplace environment, and overall success. This paper explores the application of OB principles in a specific organizational context, examining both the presence and absence of these techniques, their effectiveness, and potential improvements grounded in academic research and practical examples.

Organizational behavior refers to the study of individual and group behavior within organizations, aiming to apply this knowledge to improve organizational effectiveness and employee well-being (Robbins & Judge, 2017). OB practices encompass various areas such as leadership styles, motivational strategies, communication processes, hiring procedures, disciplinary actions, and the development of emotional intelligence (EI). These practices are underpinned by research-based theories that, when implemented effectively, can lead to a more productive and harmonious workplace.

The chosen company for this analysis is a mid-sized manufacturing firm where OB techniques are visibly integrated into managerial functions. For example, the company employs psychological assessments during its hiring process to select candidates with personalities suited to team collaboration and stress management. Additionally, managers utilize motivational theories such as Herzberg's Two-Factor Theory to enhance employee engagement and job satisfaction. The organization also emphasizes communication and feedback, following principles outlined by authors like Robbins and Judge (2017), fostering an environment of transparency and continuous improvement.

One notable OB practice in the company is the emphasis on emotional intelligence. Managers are trained to recognize and manage their own emotions while understanding employee emotions to improve communication, resolve conflicts, and motivate staff. This aligns with Goleman's (1998) research, which underscores EI's role in effective leadership. The company’s leadership development programs incorporate EI training, leading to better interpersonal relationships and reduced workplace stress.

However, despite these positive applications, certain areas lack OB integration. For instance, the company’s disciplinary procedures are often rigid, focusing solely on punitive measures rather than understanding underlying behavioral causes. This indicates a missed opportunity to apply OB principles such as restorative justice or constructive feedback, which can lead to behavioral change and employee development (Robbins & Judge, 2017). The absence of comprehensive OB practices in this niche highlights the gap between theory and practice.

Applying OB principles could further enhance this company's performance. For example, implementing team-building exercises rooted in social identity theory could improve cohesion among departments, fostering a more collaborative culture. Training managers in transformational leadership could inspire greater innovation and commitment from employees. Incorporating emotional intelligence into all managerial development initiatives can address the emotional needs of workers, increasing job satisfaction and reducing turnover rates.

If the organization is a family-owned business, the application of OB principles might differ slightly, given the unique dynamics involved. Family businesses often face issues related to emotional bonds, loyalty, and succession planning. In such contexts, understanding and leveraging EI can mitigate conflicts that stem from personal relationships and business pressures. Over the past weeks, lessons learned about OB have helped to recognize the importance of creating an inclusive environment where emotional well-being directly influences productivity.

Nonetheless, implementing OB techniques is not always straightforward. Certain practices may not be suitable for all workplace cultures. For instance, highly hierarchical or traditional organizations may resist participative management styles or emotionally intelligent leadership approaches. Resistance to change, a lack of managerial training, or organizational inertia can hinder the effective application of OB practices, making their success dependent on tailored strategies that respect existing cultural norms.

In conclusion, the integration of OB techniques into organizational processes offers significant potential for enhancing management effectiveness and workplace harmony. While some organizations actively employ these practices, others may overlook or underestimate their benefits due to resistance or lack of awareness. Emotional intelligence remains a cornerstone of successful OB application, fostering better relationships and more adaptive leadership. Ultimately, a deliberate and context-sensitive approach to OB can transform organizational culture, leading to sustained success and employee well-being.

References

• Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
• Robbins, S. P., & Judge, T. A. (2017). Organizational Behavior (17th ed.). Pearson.
• Salovey, P., & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition and Personality, 9(3), 185-211.
• Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. Lawrence Erlbaum Associates.
• Goleman, D. (2000). The emotionally intelligent workplace. Harvard Business Review, 78(3), 78-90.
• Katzenbach, J. R., & Smith, D. K. (1993). The Wisdom of Teams. Harvard Business School Press.
• Schneider, B., & Reichers, A. E. (1983). On the etiology of climates. Personnel Psychology, 36(1), 205-228.
• Luthans, F., & Youssef, C. M. (2007). Positive Organizational Behavior. Sage Publications.
• Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change. Cengage Learning.
• Antonakis, J., & House, R. J. (2014). The full-range leadership theory: The way forward. The Leadership Quarterly, 25(1), 3-24.