Organizational Behavior and Its Value Add to Business

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The paper explains the importance of organizational behavior and how these principles add value to t he business. Many hard-driving leaders believe the technical competencies of individuals are far mor e important than the soft skills in making them the most value added to the organization. This paper builds the argument for organizational behavior as a vital ingredient in the development of the wor k force. The paper describes how the study and practice of organizational behavior can make a differ ence in the operation of the business. -------------------------------------------------- Organizati onal behavior studies have become more important today than in previous years because corporations m ust learn to adapt to the rapidly changing business cultures that have stemmed from a competitive an d fast-paced market. In today's business world, managers are paying more attention to how employees respond to certain situations rather than if they respond. They are beginning to view organizational behavior as a vital ingredient in the development of the workforce. This paper will discuss the adv antages of organizational behavior and the balance of technical and non-technical skills that can co ntribute to the success of a business. In a war-torn economy with high unemployment, employees are e xpressing less satisfaction with their job responsibilities as unemployment soars to an all-time hig h and more responsibilities are placed on the remaining workers. Since the 9-11 tragedy, organizatio ns big and small have been forced into economic downsizing leaving their remaining employees with mo re work and less time to complete the tasks. Recent studies have shown that many of today's young wo rkers rank family and relationships over their career (Robbins, 2001). With the average workday rang ing from 10 to 12 hours, employees are growing more dissatisfied in their current positions as the l ong workdays have taken them away from quality time with loved ones. However, while these same worke rs have grown unsatisfied with their job responsibilities, they are also reluctant to leave their cu rrent positions to pursue other careers. Corporations have begun to take an interest in this growing problem in an effort to improve employee-employer relations and increase job performance. Enters or ganizational behavior. The concept of organizational behavior is for each employee to understand and believe how valuable they are to the organization, from the mailroom clerk to the CEO. This concept may have been established years ago, during the WWII era, but in the past 15-20 years, organization al behavior has shifted from corporate cohesion and company loyalty to self-motivation and autonomy (Robbins, 2001). A major factor for this change is due to the demand for increased technology, which has led to the need for skilled technical labor. Every field of business now requires some degree o f computer knowledge. The speed of doing business has increased drastically with the onset of corpor ate giants such as Microsoft, Oracle, and Intel. Companies spend billions of dollars each year tryin g to keep up with the latest and greatest technology in order to win customer business and strengthe n their customer base. Corporations have invested so much in technology and automation, they would n aturally invest in human resources that can maintain and support these new systems. Unfortunately, t echnology skills have overshadowed the value-added soft skills that are essential to building relati onships both internally and externally. Most technically skilled employees lack the soft skills nece ssary to communicate, influence, and lead others. With so many employees spending more that one thir d of their life in the workplace, management is forced to rediscover the significance of the soft or interpersonal skills that had previously enticed employee hopefuls and initiated valuable relations hips. Since the late 1980's, the corporate structure has evolved...
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