Describe Behavior And Leadership - Due In 6 Hours

Describe Behavior And Leadership 450 Words Due Today In 6 Hours N

Describe how specific organizational behavior theories could have predicted or explained the company’s failure or success. Describe the role of leadership, management, organizational structure, and the culture of the organization and its departments in the failure and success of the businesses. Failures : Blurtt.

Paper For Above instruction

Organizational behavior (OB) theories provide valuable frameworks for understanding how individual, group, and organizational dynamics influence a company's success or failure. Applying these theories helps explain the behavior within organizations, the influence of leadership styles, management practices, organizational structures, and cultural factors. Analyzing the case of Blurtt, a company that faced notable challenges, offers insights into how these theories could have predicted or explained its outcomes.

One relevant OB theory is Herzberg’s Two-Factor Theory, which distinguishes between hygiene factors and motivators. If Blurtt failed due to employee dissatisfaction, poor motivation, or low morale, Herzberg’s theory suggests that addressing hygiene factors—such as working conditions, salary, and company policies—and enhancing motivators like recognition and achievement could have improved organizational performance. Conversely, neglecting these factors may have contributed to employee disengagement, leading to the company's failure.

Organizational Culture Theory emphasizes the shared values, beliefs, and norms that shape behavior within a company. A culture that discourages innovation or discourages open communication, for example, could hinder adaptability and responsiveness to market changes. If Blurtt's culture was overly hierarchical or resistant to change, it likely impeded agility, making the organization less competitive and vulnerable to failure. Recognizing and cultivating a culture of openness, innovation, and continuous improvement might have mitigated this risk.

Transformational Leadership Theory highlights the importance of leaders inspiring and motivating employees towards a common vision. Effective transformational leaders foster trust, delegate responsibility, and promote a shared purpose, which can catalyze organizational success. If Blurtt's leadership lacked vision or failed to inspire employees, it might have led to misalignment, low engagement, and poor performance. Had leaders embraced transformational practices, the organization might have cultivated a motivated workforce committed to strategic goals.

Organizational Structure Theory posits that the design of an organization—whether hierarchical, matrix, or flat—affects efficiency and communication. An overly rigid or incompatible organizational structure can create bottlenecks or confusion, disrupting operations. Blurtt’s failure could be linked to ineffective structural design, inhibiting collaboration and swift decision-making. Reconfiguring organizational structures to promote agility, decentralization, and clear roles could have supported success.

Management Styles, such as participative or authoritarian approaches, influence employee engagement and decision-making. A participative style encourages input, leading to higher motivation and innovation, whereas authoritarian styles may suppress initiative. Blurtt’s management approach might have been misaligned with its organizational needs, stifling talent and responsiveness. Adopting flexible management styles aligned with organizational goals might have improved resilience.

In conclusion, applying OB theories to Blurtt’s case reveals that failure or success hinges on multiple interconnected factors: leadership styles, organizational culture, structural design, and employee motivation. Recognizing and strategically aligning these elements based on theoretical insights could have predicted challenges or fostered a trajectory toward success. Organizations that understand and address these fundamental aspects are better equipped to navigate complex business landscapes and sustain long-term growth.

References

• Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. John Wiley & Sons.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Robbins, S. P., & Judge, T. (2019). Organizational Behavior (18th ed.). Pearson.
• Daft, R. L. (2016). Organization Theory and Design. Cengage Learning.
• Fiedler, F. E. (1967). A theory of leadership effectiveness. McGraw-Hill.
• Westley, F., & Mintzberg, H. (1989). Dead Leaders, Live Issues. Organizational Dynamics, 17(4), 55-69.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.