Management Techniques

Topics: Motivation, Human behavior, Employment Pages: 9 (3375 words) Published: February 18, 2006
Executive Summary
Through management there are many techniques to learn on how to be successful in the organization. The management techniques are important to learn, and master these techniques so that the organization gets the most that they can from the manager, and the employees. Without the knowledge of organizational behavior and how to motivate employees, understand the organizations dynamics, become a goodleader, and lastly how to communicate effectively through the virtual world, the organization will have a loss. They will not be at the top of the calibration that they could be at, and will not be getting reaching the highest performance level. Key Management Techniques to Success

Organizational behavior is a key management technique to success in companies. It is about trying to understand people. It is about people who will find, or are looking for fulfillment in their lives and jobs through many different venues and times throughout their lives (Schermerhorn, 2005 p. 18). It is important to understand how organizational behavior works the workplace. Organizational behavior has many different techniques that aid in the success of managers like learning how to motivate employees, learning the group dynamics, understanding how to be a leader, and also how to manage diversity. Success through the workplace will depend on how to respect and how to learn the human behaviors through the techniques already listed (Schermerhorn, 2005 p. 18). Organizational Behavior

Organizational behavior is the study of human behavior in organizations. It is a multidisciplinary field devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics. Learning about organizational behavior will help develop a better work-related understanding about me and other people. It can also expand the potential for career success in the dynamic, shifting, complex, and challenging new workplaces of today and tomorrow (Schermerhorn, 2005 p. 18).

As a manager it is important to find out how the employees will react within the organization, including groups and corporate culture since people could react differently throughout the company. For example, when I first worked for Bed Bath and Beyond, I started my employment in Iowa. The culture there was a midwestern atmosphere, be nice to everyone and be dependable. In the Midwest as a culture they push good morals, values and dependability from the employees. They usually get it to because that is how midwesteners were typically raised. I took pride in my job, and was proud of the things accomplished at my job, and I was recognized for it. So it only made me more proud of my job and pushed me harder to become the best. I then transferred to Arizona, in a large city, well outside of the midwest. My first step into the Arizona market was completely different. It is amazing how much a company culture can vary from state to state. The goals that I had learned in Iowa were completely different in Arizona. My transition was not smooth either. I kept on doing things throughout my job like I did in Iowa but was getting reprimanded. I was never sat down and explained the differences. I felt they looked down on me because I was so different, or had a different knowledge on how things should work. As seen through this example it is evident that human behavior is very unpredictable. I had thought going into Arizona everything would be the same, but through each group that I go through I need to know that each subsystem of the group will work differently and I need to be ready for that change. Through proper training my managers may have been able to manage my differences and would have been able to help me through my transition. It is key to learn how to be able to manage through the differences in the workplace.

So what is the purpose of organizational behavior? What could have helped my transition? If my managers had practiced the principles of...

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