BUSN 221 : Organizational Behavior

Introduction:

With the ramified organizational changes, organizational behaviour theories and practices have been gaining momentum throughout the time. It is analyzed that organization is accompanied with the number of set of activities in which various functions are undertaken to accomplish goals and objectives. The technologies development and economic changes are the two main factors which have influenced the organizations to change their structure, adoption of new policies and technologies in its value chain activities to strengthen the overall outcomes of the process. In this report, issues faced by employees, required business changes and impact of the advancement in technologies and economic factors have been assessed by using the organizational behaviour theories and practices.

Changes occurred in business

Organization behaviour could be defined as study of human behaviour and how employee will react on the basis of the undertaken decisions by the organization (Huff, et al. 2016).  There are several changes are adopted by organization to compete with the changing ramified business environment and give competition to rivals in market. In this report, changes adopted by the GE capital Company has been assessed to determine the impact of the changes on the individuals and how it has impacted the business growth in long run.  The management and directors have adopted the advance technologies and cyber computing system in its process to make its business more customized and automated for mitigating the manual process issues (Waller, and Papi, 2017).

Impact on the managers and staff members

This change was required to make the effective use of the resources and customize the business process more clients’ oriented. It has been assessed that company strengthens the overall outcomes and efficiency of the business by installing new machines and technologies in its process. This change not only impacted the managers and staff members but also requires company to change policies and business process system. However, by using the advance cyber system and big data process in its process, managers were tending to make more effective decisions (Schoorman, Mayer, and Davis, 2016). However, they had to take rigours training program in working hours which consumes their lot of time but eventually it helped them to analytical asses the available imperative information which strengthen the overall business decision outcomes in determined approach.  On the other hand, staff members faced the process functioning issues while adapting towards the newly installed advance cyber system and big data process. It also resulted to increased overall employee turnover and cost of the process production system for the initial time (Quested, et al. 2017).

Prediction to determine what will happen in company after adapting towards changes in relation to organization behaviour.

Company also had to arrange the proper training and development department for employees, staff members and managers to adapt with the installed advance technologies. Nonetheless, it is predicted that those employees and staff members who fails to adapt with this newly developed advance cyber system and big data process will have to leave the organization (Rupp, Wright, Aryee, and Luo, 2015). This will also assists in solving the complicated problems and issues in systematic work approach.   After analysing the changes adopted by the GE capital it could be assessed that with in next 10 to 12 years company will have several positive and negative impacts on its business. The main positive impact of this change would be related to increased business sustainability and creation of the core competency in market to GE Capital. The proper training and development program will also strengthen the job satisfaction for its newly hired expert employees. It will allow company to create core competency in the advancement in technologies to compete with its rivals (Walumbwa, Hartnell, and Misati, 2017). Company could also keep the consistent record of the job performance of employees to reward its employees for their job motivation. It will assist company to implement the Maslow hierarchy theory to motivate employees by satisfying their needs and demand in long run.  Nonetheless, in future, company will have low cost of production, automation in its process and increased business outcomes which will strengthen the brand image and overall sustainability of company in long run (Gelfand, Aycan, Erez, and Leung, 2017). However, the main loss which company will have to bear would be loss of its experienced employees. It is analyzed that due to the adaption towards the new policies and technologies, experienced employees might face issue with their jobs to sustain in long run. Apart from that, company also have to strengthen its IT expert members by hiring more employees which could assist it to sustain its business process (Cropanzano, and Ambrose, 2015).  Company has also improved its business decision making process by improving its performance measurement by using the big data method. It has allowed company to avoid the possible losses and issues in its business process system in effective manner.  These organizational behaviour theories could be positively influenced by managers if they interlink the interest of the employees with the business development and growth (Xu, Loi, and Ngo, 2016).  However, organization by using the proper organization behaviour theories and practices could easily motivate employees and other staff members to adapt with the changes in business process (Deci, Olafsen, and Ryan, 2017).

Conclusion:

There are several factors which might have been affecting the business outcomes and efficient business functioning. It is analyzed that job satisfaction, motivation and business decision making process are some of the aspects which highly influenced by the undertaken new process system. After analysing, it could be inferred that change in organization is inevitable and managers and directors needs to establish the linkage or nexus between the Organizaiton developments with the employee’s growth to keep the basins more sustainable in long run. The curx of this assignment is that the adopted change not only impacted the managers and staff members but also requires company to change policies and business process system, code of conduct and organizational culture of business in long run.

References:

Cropanzano, R.C. and Ambrose, M.L., 2015. Organizational justice: Where we have been and where we are going. The Oxford handbook of justice in the workplace, pp.3-14.

Deci, E.L., Olafsen, A.H. and Ryan, R.M., 2017. Self-determination theory in work organizations: the state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, pp.19-43.

Gelfand, M.J., Aycan, Z., Erez, M. and Leung, K., 2017. Cross-cultural industrial organizational psychology and organizational behavior: A hundred-year journey. Journal of Applied Psychology, 102(3), p.514.

Huff, A.S., Milliken, F.J., Hodgkinson, G.P., Galavan, R.J. and Sund, K.J., 2016. A conversation on uncertainty in managerial and organizational cognition. In Uncertainty and strategic decision making 102(3), p,1-31. Emerald Group Publishing Limited.

Quested, E., Ntoumanis, N., Thøgersen-Ntoumani, C., Hagger, M.S. and Hancox, J.E., 2017. Evaluating quality of implementation in physical activity interventions based on theories of motivation: current challenges and future directions. International Review of Sport and Exercise Psychology, 10(1), pp.252-269.

Rupp, D.E., Wright, P.M., Aryee, S. and Luo, Y., 2015. Organizational justice, behavioral ethics, and corporate social responsibility: Finally the three shall merge. Management and Organization Review, 11(1), pp.15-24.

Schoorman, F.D., Mayer, R.C. and Davis, J.H., 2016. Perspective: Empowerment in veterinary clinics: the role of trust in delegation. Journal of Trust Research, 6(1), pp.91-95.

Waller, L. and Papi, M., 2017. Motivation and feedback: How implicit theories of intelligence predict L2 writers’ motivation and feedback orientation. Journal of Second Language Writing, 35, pp.54-65.

Walumbwa, F.O., Hartnell, C.A. and Misati, E., 2017. Does ethical leadership enhance group learning behavior? Examining the mediating influence of group ethical conduct, justice climate, and peer justice. Journal of Business Research, 72, pp.14-23.

Xu, A.J., Loi, R. and Ngo, H.Y., 2016. Ethical leadership behavior and employee justice perceptions: The mediating role of trust in organization. Journal of Business Ethics, 134(3), pp.493-504.