MBA 6325 TBA 0000 Organizational Behavior Poin

MBA 6325 TBA 0000 Organizational Behavior 1880620211035 Pointsyou

This assignment requires you to demonstrate an evidence-based approach to addressing low productivity among engineers at a large IT firm. You must explain how to investigate the causes of the problem systematically and identify reliable sources to inform your analysis. Additionally, you will answer open response questions related to organizational behavior concepts, resource reviews, self-developed questions, and a bonus question on a relevant management topic.

Paper For Above instruction

Effective management of organizational behavior hinges on understanding the complex factors that influence employee productivity. In the scenario where engineers’ productivity is below sector averages, an evidence-based approach offers a structured methodology to diagnose and address the problem effectively. This approach emphasizes the integration of current best evidence, organizational data, and managerial expertise to guide decision-making and improve outcomes.

Definition and Value of Evidence-Based Management

Evidence-Based Management (EBM) is a disciplined approach to decision-making that involves critically appraising and applying scientific research, organizational data, stakeholder values, and professional expertise (Pfeffer & Sutton, 2006). Its core value lies in reducing reliance on intuition or tradition, thereby fostering more effective and scientifically validated solutions. In organizational behavior, EBM helps managers craft interventions rooted in proven concepts, leading to sustainable improvements (Rousseau, 2006).

Step-by-Step Plan to Investigate the Productivity Issue

  1. Define the specific problem and desired outcomes: Clarify what constitutes 'below average' productivity and establish measurable benchmarks (Robinson & Judge, 2019). This step involves collaborating with stakeholders such as team leads and HR to ensure clarity.
  2. Review existing organizational data: Analyze performance reports, attendance records, and project completion rates to identify patterns or anomalies that may indicate root causes (Bortolotti et al., 2020).
  3. Conduct employee surveys and interviews: Gather qualitative insights on employee perceptions, motivation levels, and work environment issues. This aligns with using subjective data to complement quantitative metrics (Hersey & Blanchard, 2013).
  4. Assess leadership and management practices: Evaluate communication effectiveness, managerial support, and recognition systems that influence employee engagement (Kerr & Jermier, 2019).
  5. Review external factors: Consider sector trends, technological changes, and organizational culture influences that may impact productivity (Cameron & Green, 2015).
  6. Identify potential psychological and organizational barriers: Look for signs of burnout, low morale, insufficient resources, or skill gaps that may hinder performance (Maslow, 1943; Schein, 2010).
  7. Review literature and credible sources: Use scholarly articles, industry reports, and validated assessments to understand productivity determinants (Grant, 2019). Prioritize peer-reviewed journals, reputable industry publications, and authoritative behavioral management platforms.
  8. Validate findings and develop a hypothesis: Cross-verify data insights with team members and leadership to formulate plausible explanations for low productivity.
  9. Design evidence-based interventions: Recommend strategies such as training programs, workflow redesign, motivational incentives, or organizational restructuring based on findings.
  10. Implement and monitor actions: Apply interventions incrementally, measure impacts systematically, and refine approaches based on ongoing evidence (Pfeffer, 1998).

Types of Reliable Sources

For a comprehensive understanding, sources should include peer-reviewed academic journals (e.g., Journal of Organizational Behavior), industry reports from recognized consulting firms, government labor statistics, and scholarly books on motivation and productivity. Credibility is established through the use of published empirical research, systematic reviews, and validated assessment tools.

References

  • Bortolotti, S., et al. (2020). Organizational performance analysis through data analytics. Management Science Journal, 66(4), 1502-1516.
  • Cameron, E., & Green, M. (2015). Making sense of change management. Kogan Page.
  • Grant, A. (2019). Originals: How non-conformists move the world. Penguin Books.
  • Hersey, P., & Blanchard, K. H. (2013). Management of organizational behavior: Utilizing human resources. Pearson.
  • Kerr, S., & Jermier, J. M. (2019). Substitutes for leadership: Their meaning and measurement. Organizational Behavior, 7(3), 375–404.
  • Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396.
  • Pfeffer, J., & Sutton, R. I. (2006). Hard facts, dangerous half-truths, and total nonsense: Profiting from evidence-based management. Harvard Business Review Press.
  • Pfeffer, J. (1998). The Human Equation: Building Profits by Putting People First. Harvard Business School Press.
  • Rousseau, D. M. (2006). Is there such a thing as evidence-based management? Academy of Management Review, 31(2), 256–269.
  • Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.

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