An Organization Can Come Up With The Best Strategy, But In O

An Organization Can Come Up With The Best Strategy But In Order To Exe

An organization can come up with the best strategy but in order to execute and be effective/successful it takes human capital to implement. Employees (management and staff alike) need to be bought into any strategy and its proposed results—this can make or break a plan. Understanding organizational behavior is an important part of plan execution. Using the module readings, Argosy University online library resources, and the Internet, respond to the following for your own organization or an organization you know well: What are the individual behaviors that you can observe that have the most dramatic impact on the organization’s performance (good or bad)? What within the work setting drives these behaviors? What are the implications of these behaviors for recruiting and training new employees? Write your initial response in approximately 300 words. Apply APA standards to citation of sources.

Paper For Above instruction

Effective strategy implementation within organizations fundamentally depends on human capital—the employees who interpret, adopt, and execute strategic plans. Individual behaviors play a crucial role in influencing organizational performance, either propelling success or contributing to failure. In my observation of a mid-sized tech company, certain behaviors such as proactive problem-solving, resistance to change, and communication patterns significantly impact overall productivity and morale.

Proactive problem-solving, characterized by employees taking initiative to identify and resolve issues without waiting for directives, fosters innovation and accelerates project progress. Such behavior contributes positively to organizational performance by enhancing efficiency and promoting a culture of continuous improvement (Robbins & Judge, 2019). Conversely, resistance to change—a common behavioral barrier—can hinder strategic initiatives, especially during organizational transformations. Employees displaying reluctance or skepticism toward new processes can slow down implementation, creating bottlenecks and reducing adaptability (Mobley, 2017). Effective communication behaviors, including openness, clarity, and feedback receptiveness, are vital in aligning employee efforts with strategic goals. Poor communication often leads to misunderstandings, decreased engagement, and diminished trust, ultimately impairing organizational effectiveness (McShane & Velada, 2009).

These behaviors are driven by various factors in the work setting. Organizational culture, leadership style, and reward systems heavily influence individual actions. For instance, a culture that rewards innovation encourages proactive problem-solving, while authoritative leadership may suppress dissent and resistance. Additionally, perceived fairness and job security impact behaviors such as openness and risk-taking (Schein, 2017).

Implications for recruiting and training are profound. Organizations should prioritize hiring individuals with behavioral traits aligned with strategic priorities, such as adaptability and collaborative skills. During training, fostering awareness of desired behaviors, along with developing communication and change management competencies, is essential. Embedding behavior-focused criteria in recruitment and ongoing development efforts enhances the likelihood of successful strategy execution (Cascio & Boudreau, 2016).

In conclusion, understanding and influencing individual behaviors driven by organizational culture, leadership, and reward systems are critical to effective strategy implementation. Targeted recruitment and comprehensive training centered on these behaviors can significantly improve organizational adaptability and performance.

References

• Cascio, W. F., & Boudreau, J. W. (2016). The search for global competence: Are we there yet?. Journal of World Business, 51(1), 103-114.
• McShane, S. L., & Velada, R. (2009). The influence of leadership styles on organizational commitment and job satisfaction. Journal of Organizational Culture, Communications and Conflict, 13(1), 33-44.
• Mobley, W. H. (2017). Employee resistance to change. Organizational Dynamics, 46(1), 24-30.
• Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.
• Schein, E. H. (2017). Organizational Culture and Leadership. Jossey-Bass.