What is the relevance of organizational behaviour to practicing managers?
According to Laurie J. Mullins, organizational behaviour is the study and understanding of individual and group behaviour and patterns of structure in order to help improve organizational performance and effectiveness. Organizational behaviour provide a set of tools that allow people to understand, analyze and describe behaviour in organization, also it allows managers to improve, enhance or change work behaviour so that individuals, groups and the whole organization can achieve their goals. Through the use of the individual, group level and organization system level variables, including communication, perception, leadership, motivation, Organizational behaviour is a crucial factor within organizations, especially to practicing managers. Managers refer to individuals who achieve goals through other people (Robbins and Judge, 2011). It is their job to understand all of the components that are surrounded within the organization as well as make up the organization so as to understand, predict and influence organizational culture. With gaining the knowledge, managers can better understand, predict and influence the dependent variables.
Communication is the “activating force” behind organizational functions such as planning, organizing, staffing, directing and controlling (Gray et al, 1984). Communication is an important factor to practicing managers, where communication is necessary for plans, tasks and achievement of goals. Also, how clear roles and tasks are defined determines how effective and efficient the outcome is going to be. Managers must use one organizational language so that all of the employees are unified and will be able to understand what needs to be done. Some organizations focus on a centralized form of communication, which is the downward communication by which managers assign goals, provide job instructions, inform employees of policies and procedures, point out problems that need attention and offer feedback about performance (Robbins et al, 2007). This communication is usually problematic when numerous levels exist as the message can be misinterpreted or distorted when it finally reaches its destination. This type of communication leads to job dissatisfaction, deviant workplace behaviour, de-motivation, low productivity, absenteeism, job turnover, low levels of performance and low chances of organizational citizenship behaviour as the decision-making process is centralized, leaving out employees and making them feel less a part of the organization and incapable of making significant contributions.
However, with decentralization, the flow of communication is both upward and downward, which allows employees to be more satisfied, more motivated more productive and even display organizational citizenship behaviour. The upward communication flows to a higher level in the organization or group and is used to provide feedback, inform them of progress towards goals and relay current problems (Robbins et al, 2007). This overall will allow the organization to function well and the goals be completed in an effective and efficient manner. Some forms of decentralization would be meetings between staff and members, employee surveys and suggestion boxes in which the employees discuss their needs or what they feel that the organization can improve on, which in turn leads to a built trust, greater innovation and performance. This trust results in affective commitment which is a feeling of solidarity with the organization (Mayer et al, 1997). Consequently, chances of absenteeism and turnover are low because of this emotional attachment to the organization. Managers must remember that an individual’s perception of a certain task or goal to be done might be different from another, and therefore, should do their best to ensure that the information is communicated in such a way that there are no misinterpretations.
On an individual level,...
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