Organisational Behaviour Trends

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With the realization that formidable analysis of the organization is necessary in order to provide a clear understanding of the attributes that contribute to success, this investigation considers the development of such

an analytic framework for understanding the overall success of the organization. In particular, this research examines the organizational behavior of General Electric and how this behavior has contributed to its overwhelming success in recent years. Through a careful consideration of the current trends that are taking place in the context of organizational behavior, it should be possible to provide a more integral understanding of how these trends have impacted the General Electric organization at its methods for expansion and development. Further, by examining what has been written about the success of the organization a clear overview of the dynamic interplay between the development of the organization and its internal behavior will be elucidated.

Current Trends in Organizational Behavior

In order to begin this investigation, a consideration of what is meant by organizational behavior must first be elucidated. Martin (2004) in his definition of organizational behavior argues that the term "organizational behavior" refers directly to the behavior that takes place in the organization. Martin maintains that the specific behavior that occurs in this context is directly related to the culture that has been created by the organization. Organizational culture has explicated by Martin, is the shared values and attitudes that are expressed within the organization. Through the process of development the organization establishes a culture that affects the manner in which individuals in the organization act. Hence, the process of organizational behavior is a direct response to the culture that has been established. In order to maintain the status quo in the culture of the organization, specific behaviors are utilized to achieve this end.

With the basic



References: Brady, D. (2005). The Immelt revolution. Business Week, 3926, 64-73. Furnham, A. (2004). The future (and past) of work psychology and organizational behavior: A personal view.Management Revue, 15(4), 420-436. Gunther, M. (2004). Money and morals at GE. Fortune, 150(10), 176-182. Kontoghiorghes, C., Awbre, S.M., & Feurig, P.L. (2005). Examining the relationship between learning organization characteristics and change adaptation, innovation and organizational performance. Human Resource Development Quarterly, 16(2), 183-211. Martin, A. (2004). New directions in organizational behavior. Management Revue, 15(4), 410-419. Meyer, J.P., Becker, T.E., & Vandenberghe, C. (2004). Employee commitment and motivation: A conceptual analysis and integrative model. Journal of Applied Psychology, 89(6), 991-1007. Sugarman, B. (2001). A learning-based approach to organizational change: Some results and guidelines.Organizational Dynamics, 30(1), 62-76. Welch on leadership and winning business. (2005). Fairfield County Business Journal, 44(20), 7.

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