Applying Organizational Behavior Theory 024041

Applying Organizational Behavior Theory

Various organizations usually have various organizational problems that in most cases involve both employees and even the management. The common problems usually faced by different organizations include individual employee issues, team problems and even organization-wide company issues. This assignment explores how organizational behavior theory can be applied to address these problems within an organization. Specifically, it examines MJX Company, which has recently experienced financial struggles, poor teamwork, deteriorating employee relationships, and declining profits. The case involves analyzing these challenges through the lens of organizational behavior theories, including micro and macro perspectives, and systems theory to propose effective management strategies for positive change.

Paper For Above instruction

Organizational behavior (OB) is a multidisciplinary field that investigates the impact that individuals, groups, and structures have on behavior within organizations, aiming to improve organizational effectiveness and employee well-being (Robbins & Judge, 2019). Applying OB theories to real-world organizational problems offers insights into understanding and managing employee behaviors, fostering a positive work environment, and ultimately enhancing organizational performance. The case of MJX Company exemplifies how OB concepts can be utilized to diagnose issues and implement effective interventions to reverse downturns and promote a more cohesive, motivated workforce.

One of the primary challenges faced by MJX is the decline in employee morale and relationships, which has manifested as conflicts, poor teamwork, and dissatisfaction, thereby impacting productivity and profitability. Research indicates that employee dissatisfaction is often rooted in issues like inadequate leadership, lack of motivation, poor communication, and misalignment of organizational culture with strategic goals (Schein, 2010). The recent financial losses, coupled with internal conflicts, suggest a breakdown in organizational cohesion and employee engagement, critical factors in organizational success (Harorimana, 2010). Data compiled over the past decade reflects a steady decline in profits, correlating with deteriorated employee relations and organizational climate.

Applying micro organizational behavior theories can facilitate an understanding of individual and group dynamics within MJX. For instance, motivation theories such as Maslow’s Hierarchy of Needs and Herzberg’s Two-Factor Theory highlight the importance of fulfilling employees' psychological and hygiene needs to boost motivation (Herzberg, 1966; Maslow, 1943). Implementing incentive programs, providing career development opportunities, and fostering recognition can enhance individual performance and satisfaction. Additionally, leadership styles, such as transformational leadership, have been shown to significantly influence employee motivation and organizational commitment (Bass & Avolio, 1994). Transformational leaders inspire employees, promote teamwork, and facilitate change, which is vital for MJX to overcome its current challenges.

On the macro level, organizational culture and systems need to be scrutinized. Schein’s (2010) model suggests that organizational culture—comprising shared assumptions, values, and artifacts—heavily influences employee behaviors and organizational outcomes. MJX’s cultural climate appears to be strained, characterized by internal conflicts, suspicion, and low morale. Exploring the types of organizational cultures—such as clan, adhocracy, market, or hierarchy—can help tailor appropriate interventions. A shift toward a clan culture emphasizing collaboration and shared values might encourage teamwork and trust (Cameron & Quinn, 2011). Moreover, systems theory emphasizes the interconnectedness of organizational components. The organization’s mission, leadership approach, reporting structures, and communication channels must align and reinforce positive behaviors (von Bertalanffy, 1968).

In the context of MJX, systems thinking involves examining how leadership styles and organizational systems affect motivation. Leadership styles like participative or transformational leadership encourage involvement, foster innovation, and build trust—addressing some of the internal conflicts (Bass & Avolio, 1995). Similarly, clear communication channels and a well-defined reporting structure enhance transparency and accountability, reducing misunderstandings and conflicts. The company’s communication approach, including language and jargon, should promote openness, clarity, and inclusivity, further reinforcing a positive organizational culture.

Motivating employees requires understanding and leveraging intrinsic and extrinsic motivation factors. Extrinsic motivation, such as monetary incentives, job security, and recognition, directly influences employee performance (Deci & Ryan, 1985). Intrinsic motivation stems from the nature of the work itself, including opportunities for growth, autonomy, and meaningful engagement. MJX should develop comprehensive motivation strategies integrating these elements. Planning and communicating organizational goals transparently align employees’ efforts with strategic objectives, creating a shared sense of purpose and direction.

Implementing change within MJX necessitates careful planning to address employee satisfaction concerns. Employees need involvement in change processes, clear communication about the reasons for change, and assurance of support during transition (Kotter, 1997). Resistance to change can be mitigated by participative approaches, training programs, and emphasizing the benefits of change for individuals and the organization. Ensuring that development initiatives resonate with employees’ values and aspirations fosters commitment, reduces uncertainty, and facilitates smoother transitions (Lewin, 1951).

In conclusion, applying organizational behavior theories—micro, macro, and systems—provides a comprehensive framework for diagnosing and managing organizational problems at MJX. Focusing on fostering a positive organizational culture, enhancing leadership practices, motivating employees, and involving staff in change initiatives can lead to improved relationships, increased productivity, and restored profitability. Tailoring interventions to fit MJX’s unique cultural and structural context ensures sustainable organizational development and long-term success.

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Bass, B. M., & Avolio, B. J. (1995). MLQ Multifactor Leadership Questionnaire. Mind Garden, Inc.
• Cameron, K., & Quinn, R. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons.
• Harorimana, D. (2010). Cultural implications of knowledge sharing, management, and transfer: Identifying competitive advantage. Hershey, PA: Information Science Reference.
• Herzberg, F. (1966). Work and the nature of man. Cleveland: World Publishing Company.
• Kotter, J. P. (1997). Leading change. Harvard Business Review Press.
• Lewin, K. (1951). Field theory in social science. Harper & Brothers.
• Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396.
• Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• von Bertalanffy, L. (1968). General system theory: Foundations, development, applications. George Braziller.