Marriage Of Finance And Organization: Reflection Paper

The Marriage of Finance and Organization: A Reflection Paper

When someone encounters the word organization, the first images that probably come to mind are chart-boxes, arrows, and functions. A chart may represent what an organization is and how it functions, but my entire course in Organizational Behavior has taught me to look beyond these visual schemas. This paper aims to articulate what I have learned throughout the course, highlight what I found most intriguing, identify areas I believe need further understanding, and reflect on how this knowledge will inform my future career, especially as a finance major.

Analysis of Organizational Behavior

Central to understanding organizations is recognizing the shared goal that propels an entity forward. Organizations exist with purpose—whether profit, service delivery, or societal impact—and use a variety of techniques and strategies to attain these objectives. Failure to coordinate effectively or adapt to internal and external factors can result in failure to meet these goals. Organizational behavior (OB) provides insights not just into what organizations are but also how they function and why they sometimes falter. One of the core realizations I gained is that an organization’s success depends heavily on the harmonious interaction among its members; it’s not about individual effort but collective collaboration.

The role of leadership, motivation, and ethical responsibility in aligning individual efforts with organizational goals was also emphasized throughout the course. Effective decision-making emerged as a critical component of organizational success. Kreitner and Kinicki (2013) delineate decision making as “identifying and choosing alternative solutions that lead to a desired state of affairs,” underscoring the importance of structured thought processes in managerial tasks. The process of making decisions involves identifying problems, exploring alternative solutions, evaluating options, and implementing the chosen course of action. Recognizing that decision making combines both art and science deepened my appreciation for the nuanced approach managers must take.

One decision-making model that resonated with me is the Rational Model. This involves following a rational, step-by-step process—identifying the problem, generating feasible solutions, evaluating these options, and executing the best choice (Kreitner & Kinicki, 2013). I believe this model’s systematic nature can prevent hasty or poorly considered decisions, especially when managed meticulously. Additionally, evidence-based management stood out as a decision-making approach rooted in gathering and analyzing data, encouraging thorough investigation before action—an approach consistent with analytical rigor in finance (Pfeffer & Sutton, 2006).

In organizations, the individual efforts of members are vital. As a future finance professional, I recognize the importance of understanding my role within a team—how my contributions affect the larger whole. Motivating and empowering team members fosters a sense of belonging, which in turn boosts commitment and performance. Leadership styles—transformational, transactional, servant leadership—each impact how a team functions. An ethical and empathetic leader who promotes transparency and inclusiveness creates a positive environment where ideas flow freely, and mutual respect is cultivated.

Compelling Components

Among the most practical and applicable lessons from the course are the seven implementation principles and group problem-solving techniques. The seven principles serve as effective guides for translating decisions into action, emphasizing the importance of clear communication, accountability, and adaptability during implementation (Kreitner & Kinicki, 2013). Because many organizations struggle with executing plans, I see these principles as vital tools to minimize resource wastage and enhance effectiveness.

The group problem-solving techniques taught in this course opened my eyes to systematic methods of tackling complex issues collaboratively. As someone who is generally more comfortable working independently, I found these steps—defining the problem, analyzing causes, generating alternatives, evaluating solutions, and implementing actions—extremely helpful. These techniques align with the Collaborative Problem Solving model, which emphasizes participation and consensus in decision-making processes, fostering a sense of ownership among team members and improving outcomes (Johnson & Johnson, 2017).

Difficult Components

Despite the many insights gained, some concepts remain somewhat ambiguous or difficult to fully grasp. Notably, I wish there were more practical examples of the garbage can model and consensus-building processes. The garbage can model (Cohen, March, & Olsen, 1972)—portrayed as decision-making in chaotic, unstructured environments—is intriguing but challenging to relate to real-world organizational situations without concrete case studies. I am curious about scenarios where this model results in successful outcomes and whether its haphazard nature can be reliably harnessed.

Similarly, consensus building is crucial yet complex. While Kreitner and Kinicki (2013) describe consensus as agreement among all members, I wonder about situations where seeking full consensus might hinder timely decision-making or paralyze organizations. Understanding when to pursue consensus versus when to accept majority or authoritative decisions is vital for effective leadership. Practical mechanisms for facilitating consensus, such as structured deliberation or conflict resolution, still require further exploration for me.

Significance of the Course

As a finance major, this course proved exceedingly practical and relevant. My academic training emphasizes meticulous data analysis, organization, and strategic decision-making—skills directly aligned with organizational behavior principles. The course enhanced my understanding of how effective leadership and motivation can lead to organizational success. It underscored the necessity of ethical conduct, communication, and team collaboration—qualities I will need to excel in my future career.

Furthermore, the concepts learned will help me function as both a team member and a leader. I now have a clearer grasp of how to motivate colleagues, resolve conflicts constructively, and implement decisions efficiently. These skills are essential in financial roles such as financial analysis, management, and strategic planning. I am confident that integrating OB principles with my financial expertise will enable me to add value to future organizations.

In conclusion, this course has provided me with a robust foundation for understanding organizational dynamics. I intend to apply these insights to foster effective teamwork, ethical leadership, and strategic decision-making in my professional life. While some theories require further practical exposure, the principles learned have already begun to shape my perspective on organizational success.

References

• Cohen, M. D., March, J. G., & Olsen, J. P. (1972). A garbage can model of organizational choice. Administrative Science Quarterly, 17(1), 1-25.
• Johnson, D. W., & Johnson, R. T. (2017). Joining together: Group theory and group skills. Pearson.
• Kreitner, R., & Kinicki, A. (2013). Organizational Behavior (10th ed.). McGraw-Hill Education.
• Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard Business Review, 84(1), 62-74.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.
• Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.
• Schriesheim, C. A., & Scandura, T. A. (2018). Modern organizational behavior. Routledge.
• Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications.
• Fiedler, F. E. (1967). A theory of leadership effectiveness. McGraw-Hill.
• Lencioni, P. (2002). The five dysfunctions of a team. Jossey-Bass.