ORG2003 Organisational Behaviour

Introduction

Organisational performance is identified as one of the vital determinants that determine the stability of an organisation in a global market. The work scenario in contemporary era is considered to be relatively multifaceted in comparison to the organization activities performed previously. The following essay aims to describe how organisational behaviour helps in contributing to overall development of an individual within and outside the periphery of their workplace. An employee with the right calibre and intent always wants to be an indispensable resource for the organization he or she works for such that the organization considers him to be the most valuable asset. This has been explained with the help of my own personal experience as an Operations Executive in PQS Corporate.

Discussion

Bolden (2016) has stated that the important outline of work has amplified its time limitations by significantly shoving it towards a mutual and team-driven method. However, Mullins and Christy (2013) have stated that the substance, procedure and structure of implementation undergone significant transitions in increasing the level of dependency of jobs on advanced social expertise. Furthermore, the current structure of performance is being dedicatedly employed by wide-ranging global organizations. These organizations furthermore have been exhibiting high level reliance on technological capacities, further resulting geography to lose its value from the corporate domain.

Furthermore, in order to achieve greater amount of competitive benefits, global business enterprises have been experiencing reorganizational transformation. These organizations are further greatly investing on developing competitive strategies to attain considerable rate of success. Organizations further have been intending to cope up with the drastically shifting times by efficiently creating essential modifications within their structure. However according to Robbins et al. (2013), major propertion of these developments are related to organisational development and functions of Human Resources that purposes at producing congenial and dynamic working atmosphere for its workforce.

Within an organisational framework, an individual is affected by multiple factors and biases. Each of these factors either work in isolation or in combination with other factors to cause motivation or demotivation in an employee. These two dimensions have the potential to impact an individual independently. In an organisational setting managers are often held in the position of leaders. They are expected to possess a vision of how the current scenario in the organisation can be improved to deliver better result with higher economic efficiency. With vision, managers should also be innovative in their approach to communicate their ideas to their juniors in a way that they feel motivated to carry out their part of the task with utmost readiness, honesty and integrity (Bolden2016). In my experience in the corporate I have observed that in order to have the proficiency of a leader, the manager must possess one or more of the qualities such as positivity, extremely good communication skill, emotional intelligence, effective capability to delegate the responsibility among juniors, listening and decision making skills and above all, they need to be empathetic. It is the leader within a manager who makes a difference in maximising the efficiency in accomplishing the organisational goal and justifying the importance of each of his or her subordinate’s contribution in that accomplishment. Employees in recent times have been gradually shifting away from the stringent office rules to a more flexible, unified and employee-friendly business unit. These organizations permit their employees to accomplish their work from any physical space and not being confined into the office alone (Jandtet al.2014). However, there can be identified certain forms of limitations for employees for being into a flexible working work setting. Truss et al. (2013) have stated that often highly flexible work settings tend to form of lack of transparency and social reliance on the client’s end who have sole association with the organization over a virtual platform.

In a culturally diverse organizational setting like PQS Corporate, it is important to have a capability that goes beyond cultural sensitivity and awareness. This set of capabilities correlate with the successful accomplishment of one’s professional objectives. Individuals possessing these capabilities are effectively able to relate work with the culturally diverse notions in a workplace. In way of putting such leadership style to practice, they cultivate a brand for themselves (Trusset al.2013). There are certain ways in which the leader can put his or her brand into effective practice, as per the need of the situation. Apart from the common ethical values of honesty, strength of character, integrity, commitment and truthfulness, there are few other principles that a leader adapts in order to be more acceptable in the organisation and among his or her subordinates (Huczynski, Buchanan and Huczynski2013).Such personal style is primarily concerned with addressing the challenges, looking after the interpersonal environment within the organisation, and the level of autonomy he or she allows for the subordinates. Such leadership brand is both exclusive and specific for the individual exercising authority that defines their objectivity and worth in the organisation. Emotional Intelligence is the biggest predictor of success at work which determines the receptivity of decisions taken. An employee with the right calibre and intent always wants to be an indispensable resource for the organization he or she works for such that the organization considers him to be the most valuable asset. The organization ensures that its top management is well equipped with ethical standards of governance and possesses the required cultural intelligence and competency to excel in a global forum.However, there is a conflicting concept which reveals that when employees are too curious or excited it often leads to digression from productive decision making, while stress and anxiety have been found to catalyse firm decision making (Duffield and Whitty2015). Business objectives such as profitability, growth, productivity, employee retention, change management and customer service can be obtained through effective emotional awareness and self-regulation of the management. The Occupational Health and Safety (OHS) members aid the managers in understanding the nature of various risks and how can it be prevented from causing major damage (Firth2013). It also takes into consideration the legal and ethical issues. Such information becomes instrumental in decision making process.

Conclusion

To conclude the above essay it can be stated that when the top level managers exhibit goal oriented behaviour along with being sensitive to the needs and limitations of the junior employees, they become a role model for them who they can look up to in their endeavour to perform better. The expected behaviour at workplace is laid down by certain statutory policies and legislative regulations. To maintain and exhibit such appropriate behaviour, in compliance with the policies, it is essential to regulate one’s emotions and render it as appropriate with the organisational culture. It can only be achieved through proper understanding of organisational behaviour.

References

Bolden, R., 2016. Leadership, management and organisational development. In Gower handbook of leadership and management development (pp. 143-158). Routledge.

Duffield, S. and Whitty, S.J., 2015. Developing a systemic lessons learned knowledge model for organisational learning through projects. International journal of project management, 33(2), pp.311-324.

Firth, R., 2013. Elements of social organisation. Routledge.

Huczynski, A., Buchanan, D.A. and Huczynski, A.A., 2013. Organizational behaviour (p. 82). London: Pearson.

j Mullins, L. and Christy, G., 2013. Management & Organisational Behaviour. Pearson Education.

Jandt, J.M., Bengston, S., Pinter?Wollman, N., Pruitt, J.N., Raine, N.E., Dornhaus, A. and Sih, A., 2014. Behavioural syndromes and social insects: personality at multiple levels. Biological Reviews, 89(1), pp.48-67.

Robbins, S., Judge, T.A., Millett, B. and Boyle, M., 2013. Organisational behaviour. Pearson Higher Education AU.

Truss, C., Shantz, A., Soane, E., Alfes, K. and Delbridge, R., 2013. Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory.