Motivation and Organizational Behavior

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Motivation and Organizational Behavior

By | March 2012
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“Organizational Behavior is the study of human behavior in organizational settings, of the interface between human behavior and the organization and of the organization itself (OB pg# 3).” The study of the contemporary corporation and the evolution of management innovation are the keys to the development and success of business in the future. In order to fully benefit from this, one must examine multiple company structures, how they compare and contrast, and how these specific organizational traits can be transferred into other companies. Reflection on the concepts in the field of organizational behavior, the future of management, the cases discussed in class, and their application in the business world is key. This paper will discuss the essential areas of organizational behavior: motivation, leadership, organizational culture, organizational structure, reward systems, the job characteristics theory, and talk about some of the most important things in organizational behavior. Motivation:

Motivation is an essential component of any successful business. Keeping your workforce engaged is one a vital aspect of modern management. Two companies that have done this remarkably well are Whole Foods and W.L. Gore. The best way to describe the motivation at Whole Foods is by using the Porter-Lawler model of motivation. This model argues that performance drives satisfaction through the use of both intrinsic and extrinsic rewards (OB pg# 101). The intrinsic rewards at Whole Foods include ownership over department inventory, and the ability to influence hiring decisions. The external awards include influence over department bonuses, stock options, and a generous wage. A key aspect of this particular model of motivation is the importance of the perceived equity of rewards (OB pg# 101). This is achieved through an open-pay system in which each employee is entitled to know what the others make, and a cap on the CEO’s salary. The perceived equity of rewards, as demonstrated...