Bus 3451 Organizational Theory And Behavior Question 1 Compa

Bus 3451 Organizational Theory And Behaviorquestion 1compare And Cont

Compare and contrast two of the four current perspectives of organization effectiveness, as explained by McShane and Von Glinow (2013). State which perspective you have real-life experience in or imagine you would like to gain experiences with? Explain. Your response should be at least 200 words in length. Question 2 Describe the four factors that directly influence individual behavior and performance (provided by McShane and Von Glinow, 2013), and explain a scenario or real-life example for two of the four factors. Your response should be at least 200 words in length. Question 3 Discuss the anchors on which organizational behavior is based (provided by McShane and Von Glinow, 2013), and explain a scenario or real-life example for at least one type. Your response should be at least 200 words in length. Question 4 Identify a workplace where you have been employed or a workplace you have observed in some capacity. Define organizational behavior (OB); then, discuss the aspects of the organization and the OB you observed in this workplace setting. Did the OB influence any outcomes of the organization’s mission? Explain the basis for your answer. Your response should be at least 200 words in length.

Paper For Above instruction

Introduction

Organizational effectiveness is a multidimensional construct that reflects how well an organization achieves its goals, sustains competitive advantage, and maintains internal health. The perspectives of organizational effectiveness as outlined by McShane and Von Glinow (2013) provide varied lenses through which to interpret what constitutes success in an organization. Comparing and contrasting these perspectives helps in understanding their unique focuses, strengths, and limitations, thereby enabling organizational leaders and members to adopt appropriate strategies for performance improvement. Additionally, factors influencing individual behavior and performance, the foundational anchors of organizational behavior, and real-world workplace applications are integral to understanding how organizations function internally and externally. This paper explores these concepts in detailed analysis, integrating examples and theoretical insights.

Comparison of Two Perspectives of Organizational Effectiveness

McShane and Von Glinow (2013) delineate four perspectives of organizational effectiveness: goal attainment, systems resource perspective, internal process perspective, and strategic constituencies perspective. For this discussion, I compare goal attainment and systems resource perspectives because they offer contrasting views on what indicators signal organizational success.

The goal attainment perspective emphasizes the achievement of specific, measurable objectives. It views organizational effectiveness primarily through the lens of performance metrics such as sales growth, market share, profitability, and other tangible accomplishments. This perspective assumes that effectiveness correlates directly with goal achievement, making it straightforward to evaluate success (McShane & Von Glinow, 2013). For example, a sales organization that consistently meets or exceeds quarterly goals exemplifies effectiveness from this perspective.

In contrast, the systems resource perspective considers the organization's capacity to acquire and manage resources needed for survival and growth—such as capital, human talent, technology, and reputation. This perspective recognizes that an effective organization is one that maintains a steady inflow of essential resources, ensuring its ability to sustain operations over time. An organization with extensive industry partnerships, diverse funding sources, and cutting-edge technology exemplifies effectiveness from this viewpoint.

While goal attainment emphasizes outputs, the systems resource perspective emphasizes organizational sustainability and resilience. A potential limitation of the goal attainment perspective is that it may encourage short-term focus at the expense of long-term health, whereas the systems resource view highlights the importance of internal support structures but may overlook short-term performance benchmarks.

From my personal experience, I have worked within an organization that prioritized goal attainment—specifically, meeting sales targets and quarterly objectives. While this focus drove immediate results, it occasionally led to neglect of internal processes and employee well-being, hinting at the potential pitfalls of a solely goal-oriented approach. Conversely, I am interested in gaining experience in organizations that emphasize the systems resource perspective, as I believe this aligns with sustainable growth and resilience—qualities essential for navigating unpredictable markets and fostering long-term success.

Factors Influencing Individual Behavior and Performance

McShane and Von Glinow (2013) identify four factors that directly influence individual behavior and performance: ability, motivation, role perception, and situational factors. Understanding these factors helps managers design effective interventions to enhance productivity and job satisfaction.

Ability refers to an individual's skills, knowledge, and competencies necessary to perform a task. For example, an employee with advanced computer programming skills is better equipped to develop complex software than someone with only basic skills. In a manufacturing setting, workers with specialized technical training are likely to perform assembly tasks more efficiently and accurately.

Motivation reflects the internal drive to perform tasks and can be influenced by intrinsic factors such as personal interest or extrinsic incentives like bonuses. For instance, a salesperson motivated by commissions may exert extra effort to close deals, directly impacting sales performance.

Role perception pertains to how clearly individuals understand their responsibilities, expectations, and the importance of their role. A customer service representative who understands that their role impacts customer retention is more likely to demonstrate proactive service behaviors. Ambiguity or confusion about roles can lead to decreased performance and errors.

Situational factors encompass external elements such as work environment, organizational culture, and support systems. For example, a high-pressure deadline combined with a supportive manager and adequate resources could enhance performance. Conversely, a stressful work environment with inadequate tools can hinder employee effectiveness.

A scenario illustrating the influence of ability and motivation involves a technical team tasked with developing a new product feature. The team with previous experience (ability) and incentives tied to project success (motivation) is more likely to deliver high-quality results on time. Conversely, a team lacking technical skills or lacking motivation due to poor leadership may underperform, demonstrating how these factors directly impact individual behavior and organizational outcomes.

Anchors of Organizational Behavior

Organizational behavior (OB) is fundamentally anchored in several core principles and assumptions that guide understanding and management of behavior within organizations. McShane and Von Glinow (2013) highlight three primary anchors: systemic, contingency, and multicausal.

The systemic anchor considers organizations as complex, open systems influenced by internal and external environments. It emphasizes that behavior is interconnected and cannot be understood in isolation. For example, a change in market conditions affecting customer demand may prompt shifts in organizational culture and employee motivation.

Contingency thinking posits that there is no one best way to manage or understand organizational behavior. Instead, approaches must be tailored to specific situations. For instance, leadership style effective in a startup environment might differ significantly from that suited for a multinational corporation. This anchor underscores that context dictates the most appropriate management style.

Multicausality recognizes that behavior results from multiple, interacting factors rather than a single cause. An employee’s performance might be influenced by individual motivation, team dynamics, organizational policies, and external economic factors simultaneously.

A real-life example of the contingency anchor is a manager adjusting their leadership approach based on team composition. For a highly skilled and autonomous team, a participative style might be effective. However, in a team facing unfamiliar challenges, a more directive approach could be necessary to ensure clarity and performance.

This understanding of the anchors guides practitioners to adopt flexible, context-sensitive strategies in managing organizational behavior, ultimately leading to more effective management practices and organizational outcomes.

Application of Organizational Behavior in a Workplace

During my observation of a mid-sized tech company, I found that understanding and applying organizational behavior principles were crucial to its success. The company had a vibrant organizational culture that emphasized collaboration, innovation, and continuous learning. Employees were encouraged to share ideas freely, participate in cross-functional teams, and pursue professional development.

Organizational behavior in this context was evident in how leadership fostered motivation through recognition programs, transparent communication, and empowerment initiatives. For example, the company’s open-door policy promoted a sense of trust and psychological safety, which encouraged employees to voice concerns and suggest improvements. This positively influenced organizational outcomes, such as increased innovation and employee engagement.

The OB notably influenced the company’s mission of delivering high-quality, innovative products. Employees’ motivation, coupled with a supportive culture, resulted in higher productivity and creativity, translating into successful product launches and customer satisfaction. The positive organizational climate reinforced the company’s strategic goals by aligning individual efforts with organizational objectives, illustrating how effective OB practices can drive organizational success.

The internal environment fostered shared values and a sense of purpose among employees, which was critical in achieving the company’s mission. The integration of behavioral principles into HR policies and daily management practices created a cohesive, resilient organization capable of adapting to market changes while maintaining core values.

Conclusion

Understanding the various perspectives of organizational effectiveness, the factors influencing individual behavior, and the foundational anchors of organizational behavior provides a comprehensive lens for managing and improving organizations. Real-world examples demonstrate that aligning organizational practices with these principles enhances performance, resilience, and achievement of strategic goals. As institutions navigate increasingly complex environments, adopting a nuanced, context-aware approach to organizational behavior remains essential for sustainable success.

References

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