Definition Organizational Behavior
Organizational behavior is the application and study of knowledge that relates to how people behave and act within an organization.
Summary: The Relationship Between Corporate Culture and Performance URL https://www.wsj.com/articles/the-relationship-between-corporate-culture-and-performance-1456110320
Organizational behavior is a philosophy that is intended to improve efficiency and productivity within organizations. This summary is on an article written on the Wall Street Journal written by Alina Dizik, The Relationship Between Corporate Culture and Performance. Dizik posits that a strong corporate culture has a correlation with the performance of a company. Corporate culture that is positive is shown to improve the bottom line of a company. What is termed as corporate culture is hard to define but is synonymous with organizational culture. It can be referred to as the business environment created by the actions and values of employees and managers that is unique (Dizik, 2016). At the same time, successful companies without a strong corporate culture will likely experience declined performances. Studies undertaken showed that culture precipitates performance and not the opposite. The dividends of positive corporate culture will most often be realized in the future.
Organizational behavior is a philosophy that seeks to improve efficiency and productivity within organizations. This inculcates concepts such as decision making, leadership and motivation. The actions and values of the employees and managers collectively constitute the corporate culture when analyzed within the context of the article. This culture improves organizational performance, including the bottom line. It is assumed that the corporate behavior that has been adopted by the company is the resident organizational culture and this influences the performance of the company. The major variance to this assumption is why companies that post strong performances do not necessarily have positive corporate cultures? Are there other factors that could contribute to a company with a weak corporate culture to perform strongly? These two questions need more interrogation in order to give meaningful and logical reasons based on current research.
The appropriate verse in the Bible that best describes organizational behavior is found in Joshua 6: 2-4 (NKJV, 2012). The Israelites were given instructions on how to destroy Jericho. The instructions given became their “organizational behavior” for a period of seven days. The values and actions undertaken by Joshua, the priests and the Israelites was their corporate culture as they encircled Jericho for the seven days. The leadership provided by Joshua and the decision he made to fully trust God and walk by faith motivated the Israelites to follow him. This strengthened their faith and ultimately gave them victory when the walls fell down. Their “corporate culture” of faith in Jehovah and His servant contributed to their success when they besieged Jericho. McShane & Glinow (2016), state that the effects of recent events touching on victories in the past contributed to this self-fulfilling prophecy. Strong and positive values led to actions that resulted in victory and was motivated by an organizational behavior underpinned on faith.
Part Two- Replies
Reply to Steve Patrick- Intellectual Capital
The question as to the boundary lines between individual intellectual capital and that of an organization is complicated and intricate in nature. On the one side, the organization has rightful claims and stake in the intellectual capital of its employees. The organization allocates resources and an atmosphere that stimulates creativity and this contributes to the end capital derived from the employee. The dilemma posed in this question is that the employee may equally be employing their own resources privately outside of the company premises and this could also contribute to the gaining of intellectual capital. The ideal position to be taken by employees and organizations is to sign new agreements that acknowledge the efforts and inputs of both. This should also be starting point for registering patents. Pastor, Glova, Liptak & Kovac (2017) state that the agreement signed should give guidance on how both parties will benefit from commercializing the intellectual capital that originated from the employee while working for the company.
Reply to Diane Gaillard-Values
While Diane has not posed direct questions, there is an implied question that arises. The assumption that companies use the value systems expected and defined by the society may not necessarily be true. As people grow up, the values that they later espouse in life are shaped by the instilled parental values ( Suhariadi, 2016). Other factors that may affect their value systems and belief include the schools they attended, friends, family members and the religion they practice (Crysdale, 2007). When one is employed, they assume that the same beliefs will be embraced and celebrated by their employer. There is a culture shock when they discover that their values have no place at the workplace (McShane & Glinow, 2016). Most organizations have definitions of values that are at best nebulous, vague and ambiguous. Companies may insist on values that strive for success, performance and profits no matter the cost in terms of ethics and morality. People will then be forced to adapt to the new culture in order to fit in or may be forced to resign.
Reply to Juliet Gaskins- Ethics
The questioned posed by Juliet is in relation to the systems that govern ethics at the workplace. Most organizations are governed by a code of ethics that spells out the ideal expected behavior of the employees. This is the moral and values philosophy espoused by the organization. There are a range of penalties for behavior that is unethical. At the same time, there may be an ethical dissonance between the employee and the organization (Bishop, 2013). Personal ethics influence the employee in their decision making process. At the same time, the organizational ethics may be at variance with the personal ethics (Liu & Ding, 2012). Situations arise where the organization and employee poses high ethics. Others may exhibit high personal ethics while the organization poses low organizational ethics. This contributes to the dissonance at the work place and may lead to ethical dilemmas. While companies hold employees to certain ethical standards, the employee is disenfranchised when the organization has shortcomings on the same issue.
Bishop, W. (2013). The Role of Ethics in 21st Century Organizations. Journal of Business Ethics, 118(3), 635-637. Retrieved from https://www.jstor.org/stable/42921253
Crysdale, C. (2007). The Character of Moral Value, Moral Knowledge, and Moral Debate. In McQueen M. (Author) & MONSOUR H. (Ed.), Ethics & the New Genetics: An Integrated Approach (pp. 79-92). University of Toronto Press. Retrieved from https://www.jstor.org/stable/10.3138/j.ctt2tv388.9
Dizik, A. (2016). The Relationship Between Corporate Culture and Performance. The Wall Street Journal. Retrieved from https://www.wsj.com/articles/the-relationship-between-corporate-culture-and-performance-1456110320
Liu, N., & Ding, C. G. (2012). General ethical judgments, perceived organizational support, interactional justice, and workplace deviance. International Journal Of Human Resource Management, 23(13), 2712-2735. doi:10.1080/09585192.2011.610945
McShane, S., & Glinow, M., V. (2016). Organizational Behavior (7th Ed). Ebook. New York: McGraw-Hill Education.
NKJV. (2012). Joshua. China: Bible Society.
Pastor, D., Glova, J., Lipták, F., & Ková?, V. (2017). Intangibles and methods for their valuation in financial terms: Literature review. Intangible Capital, 13(2), 387-410. doi:10.3926/ic.752
Suhariadi, F. (2016). FORMING VALUES OF PRODUCTIVE BEHAVIORS. International Journal Of Organizational Innovation, 8(4), 64-76.