Organizational Behavior Semester Essay Project Dr Beth Fylst

Organizational Behavior Semester Essay Project Dr Beth Fylstra

Design the ideal organization, using concepts we have covered this semester to defend your answer. OBJECTIVE: Students will design a business model based on OB concepts learned in class. Besides identifying the main mechanisms or outcomes of OB, they will have to pick sub-topics that directly relate to their business and explain why and how they would use these concepts in their organization.

Organize your essay as follows: WHAT, WHY, HOW

Introduction: Introduce your business: Include name, kind of business, vision/mission, size (number of employees including management), location, and target market. Explain why and how you are organizing your business around OB concepts. (8 points at 5+ sentences; 5 points at 4 sentences; 0 points if less than 4 sentences)

Individual Outcomes: Describe how your business will achieve the two OB individual outcomes, using examples of at least two subtopics discussed in your textbook. Refer back to these outcomes throughout your essay by explaining how mechanisms or characteristics tie into these goals. (12 points: 2 points each for two outcomes with two subtopics each)

Organizational Mechanisms: Explain how you would set up two organizational mechanisms in your business, including why these are important for healthy organizations and how you would implement them. (15 points: 7.5 points each for two mechanisms)

Group Mechanisms: Discuss how each of the four group mechanism topics will be achieved, selecting at least one subtopic for each. Explain what you expect to achieve and how you would implement each. (16 points: 2 points each for four group mechanisms and subtopics)

Individual Characteristics: Explain why individual characteristics are important, selecting two subtopics for each. Describe how you would address these in your business and the expected outcomes. (12 points: 2 points each for two characteristics with two subtopics each)

Individual Mechanisms: Describe why each individual mechanism (with at least one subtopic) is crucial for organizational health, how you would implement these, and the expected outcomes. (15 points: 3 points each for three mechanisms/subtopics)

Conclusion: Summarize and convince why someone would want to work at your organization. (8 points at 5+ sentences; 5 points at 4 sentences; 0 points if less than 4 sentences)

Paper For Above instruction

Introduction

The organization I envision is "EcoInnovate," a company dedicated to sustainable environmental solutions through innovative technology. EcoInnovate aims to develop eco-friendly products and services that support renewable energy, waste reduction, and conservation efforts. The company will be located in San Francisco, California, a hub for technological innovation and environmental activism, serving urban and suburban markets globally. With a management team of 20 professionals and a total workforce of 100 employees, EcoInnovate emphasizes a collaborative and value-driven culture. Organizing the business around organizational behavior (OB) concepts allows us to foster a motivating, adaptive, and resilient workplace.

What, Why, How

EcoInnovate’s mission hinges on integrating OB principles to enhance employee engagement, innovation, and organizational agility. The core mechanisms include motivation and communication, which directly influence productivity and team cohesion. We will use motivation theories such as Self-Determination Theory to promote intrinsic motivation among employees, boosting creativity and commitment. Effective communication channels, including open-door policies and digital platforms, will ensure transparency and foster trust, critical for a high-performance culture.

Individual Outcomes

Our goal is to achieve high levels of employee satisfaction and organizational commitment, which are essential for retention and productivity. To realize these outcomes, we focus on two subtopics: employee motivation and job satisfaction. Motivation will be cultivated through recognition programs and opportunities for personal growth, aligning with Deci and Ryan’s Self-Determination Theory (Deci & Ryan, 2000). Job satisfaction will be promoted by providing meaningful work and supportive leadership, reinforcing Herzberg’s two-factor theory (Herzberg, 1966).

By emphasizing these subtopics, we expect increased discretionary effort and reduced turnover, strengthening our organizational efficacy and brand reputation.

Organizational Mechanisms

Main organizational mechanisms include a performance management system and a participative decision-making process. A comprehensive performance appraisal system will be implemented to align individual goals with organizational objectives, using SMART criteria and regular feedback cycles (Pulakos, 2004). Participative decision-making will involve employees in strategic planning, fostering ownership and intrinsic motivation. These mechanisms are vital to enhance engagement and organizational agility, especially in a fast-changing industry.

Implementation involves training managers in coaching and feedback techniques and establishing digital platforms for employee input. Together, these mechanisms will promote a culture of accountability and collaboration.

Group Mechanisms

We will apply four group mechanisms: team cohesion, conflict management, communication processes, and leadership development. For team cohesion, regular team-building activities and shared goals will be emphasized. Conflict management will be addressed through conflict resolution training and conflict-as-construct approaches that view disagreement as a source of innovation (Thomas & Kilmann, 1974). Effective communication will be maintained via structured meetings and digital collaboration tools. Leadership development will focus on transformational leadership training, encouraging leaders to inspire and motivate teams (Bass & Avolio, 1994).

These mechanisms will promote high-performing teams capable of innovative problem solving and adaptive responses to industry challenges.

Individual Characteristics

Understanding individual characteristics such as personality traits and cultural backgrounds is vital for fostering inclusivity and maximizing potential. We will prioritize the Big Five personality traits (Costa & McCrae, 1995) to tailor task roles and team compositions, enhancing role fit and job satisfaction. Additionally, cultural intelligence will be promoted through diversity training, enabling employees to work effectively across cultures. Addressing these characteristics will create a resilient workforce, improve communication, and reduce misunderstandings.

Expected outcomes include greater innovation, improved interpersonal relationships, and a more inclusive work environment.

Individual Mechanisms

Key individual mechanisms include psychological empowerment and emotional intelligence. Psychological empowerment will be promoted through participative leadership, granting employees autonomy and purpose (Spreitzer, 1995). Emotional intelligence training will enhance interpersonal skills, conflict management, and empathy, essential for a collaborative culture (Goleman, 1995). Implementing these mechanisms will deepen employee engagement and foster a supportive atmosphere where innovation thrives.

By fostering empowerment and emotional awareness, EcoInnovate predicts increased initiative and higher job satisfaction, which are vital for sustained success.

Conclusion

EcoInnovate is designed to be an organization that values innovation, sustainability, and employee well-being. By integrating OB concepts such as motivation, communication, team cohesion, and empowerment, we aim to create a dynamic and resilient workplace. Employees will find purpose, support, and opportunities for growth, making EcoInnovate an attractive place to build a career. The focus on these established mechanisms ensures a balanced, engaging environment conducive to both individual and organizational success. I invite you to join EcoInnovate and be part of a movement to make a positive environmental impact while fostering your professional development and satisfaction.

References

  • Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
  • Costa, P. T., & McCrae, R. R. (1995). The NEO Personality Inventory—Revised. Psychological Assessment Resources.
  • Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268.
  • Goleman, D. (1995). Emotional intelligence. Bantam Books.
  • Herzberg, F. (1966). Work and the nature of man. World Publishing Company.
  • Pulakos, E. D. (2004). Performance management: A new approach for driving business results. SHRM.
  • Spitzberg, B. H., & Choudhury, M. (2018). Intercultural competence. In The SAGE Encyclopedia of intercultural competence (pp. 343-355). Sage.
  • Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442–1465.
  • Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann conflict mode instrument. Xicom.
  • Yukl, G. (2010). Leadership in organizations. Pearson Education.

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