Organizational Behavior

1.0 Introduction

All organizations deal with the concept of organizational behavior. Organizations have workplaces that have workforce. Different organizations have different workforces because of the differences that people display. In addition, workforce in an organization has different characteristics of people. These differences form organizational behavior in organizations. Organizational behavior refers to the study and the use of knowledge about the way people act in organizations as individuals or in groups (Reddy 2004, p. 19). The study of organizational behavior entails the use of a systematic approach. It analyses and interprets the relationship between people and the organization that has employed them. It does this in terms of the whole organization, group, persons, and the social system that exists in the organization. This paper explores the concept of organizational behavior in a holistic sense.

2.0 Implementation of major changes

Organizational behavior of the work force in an organization influences the success or failure of an organization. For an organization to achieve maximum success, it must ensure that the organizational behavior that exists in that firm reflects the visions, goals, and objectives of the company and the code of ethics of an organization. The organizational behavior in an organization affects the implementation of major changes in a company.
Implementing changes in an organization involves a fundamental process for an organization to engage in changes that can help the organization develop towards maximum production and survive compromising hardships that the organization may face. Organizations need to implement changes in various departments so that the organization can continue offering quality services. First, changes must be implemented on the leadership of the organization. Implementing leadership changes involves changing the ways that leaders use to manage an organization. This might involve taking them for refresher causes or making them change their leadership strategies with regard to the performance of the organization. Implementing leadership changes may also include employing more leaders, to replace those who get out of the organization or firing and hiring others (Jackson and Mathis 2007, p. 97).
Implementing organizational behavior also involves changing the strategies of an organization. It involves carrying out research to ascertain the strategies that work in the company and those that occur as shortfalls. After the analysis, the organization can remove those strategies that do not help the organization achieve its maximum output; retaining those that work in favor of the operations of the company and introducing others that can help the organization achieve more success. Implementing new strategic changes involves carrying out surveys to get information about those strategies that have worked in other organizations and those that have failed. It also involves trying new strategies that have not functioned before. This may call for consultations where experts come and offer their advice in the organization. After this, the organization can decide to implement those strategies that have a high probability of increasing the success of the organization and doing away with those that make the organization stagnate.
Implementing major changes in organizations also involve changing the work force. This involves employing new people, promoting employees, laying off others, and offering training for the current employees. The changes in the work force can happen from an influence on the progress of an organization. In case the output of an organization has reduced considerably, the organization has the responsibility to investigate and know its weaknesses. This might result to new employments, laying off other employees or promoting employees to new positions (Rees and Porter 2008, p. 66).
Implementing changes can also be done through increasing the wages of employees or introducing a new product brands in the organization. Implementing major changes in an organization require that the organization carry out researches and analyses. This help to inform the organization of the most significant departments and issues that require urgent attention. After researches and analyses have ended, the organization can now implement the changes that it needs comfortably because it will have all the essential information that it requires to make changes.
Implementing changes also requires strategic decision-making processes and options. Decisions must come from the management, from the subordinate leadership and from the workforce because all these levels form part of the change process and actions.

2.1 Vision and strategy

The vision of this organization involves reaching maximum success in the operations of the organization, has a work force that can respond to the difficulties, challenges and hardships that come up in as time passes, and as the organization explores new ventures.
The strategy for achieving this vision involves employing quality, well educated and technologically knowledgeable workforce, which can respond to the needs of the organization. It also involves promoting the work force in terms of training, remuneration, and motivation.

2.2 Communicating the change vision

This requires a visionary change in the operations of the organization from management to workforce. Both the management and the workforce must understand the reasons why the organization needs changes. They must also understand the ways of implementing the changes and the things that they must do so that the change can become successful (Brooks 2009, p. 106).

2.3 Empowering broad based actions

Empowering broad based actions requires relevant structures, training, systems, and supervision to help build a well-communicated vision. This helps mobilize the work force to provide leadership and needed services for the changes. The process of empowering broad based actions involves several aspects.

2.4 Communicating vision to employees

This involves making the employees in the organization know the changes that the organization needs to do. It involves informing them the importance of the changes and their responsibilities in implementing those changes. This process involves making employees a part of the visionary change so that they can participate knowing the importance of their actions (Caroselli 2000, p. 89).

2.5 Making structures compatible with the vision

This involves providing all the needed resources and formulating the procedures that will make the implementation of the changes a smooth and easy process. The management has the responsibility of making the structures compatible with the change. This involves creating rules, regulations, procedures, and the atmosphere compatible with the changes.

2.6 Training

This involves caring out training for employees to possess information about the change and the implementation of the changes. It involves preparing them psychologically and physically for the changes. Training must be well timed and should target a particular group of individuals. It will yield more if made more fun and involving.

2.7 Streamlining information and personnel systems to the vision

This involves making sure that the personnel possess rightful information about the needs of the change. All information should have accuracy of all that the change will entail. The organization should avail the information in all the departments that the change will happen (Agard 2010, p. 256).

3.0 Repairing the morale and motivating the workforce

For any organization to achieve success in its operations, and change strategies, it must ensure that it repairs the morale and it motivates the workforce. Repairing the morale and motivating the workforce entails a number of activities. These have importance of ensuring that the workforce contributes the maximum to the success of the organization (Lauby, 2005, p. 78).
Incentives play a significant role in repairing the morale and motivating the workforce. Each organization has its own procedures of providing incentives for its workforce. This organization has a vision of achieving a successful change strategy. Therefore, it has to ensure that all employees have the right motivation and morale to engage in the change process. Some organizations opt to reward employees who have done extremely well. However, in this case motivating all employees will provide the company with the required morale for the implementation of the change.
The organization has several options of motivating and repairing the morale of its workforce. The organization can increase the salary of its workforce. This may serve to motivate all employees and increase their morale to do more work. The organization can also compensate its employees by promising to reward the workforce based on individual performance on the job. The organization can do this by promoting those who perform better or increasing their remuneration (Levesque 2007, p. 265).

3.1 Empowerment

Empowerment involves ensuring that the organization values the contribution of each employee regardless of the amount of the contribution. The organization can also improve the morale of its workforce by developing their skills and potential. This might involve offering them more training or helping them bring out their best through the provision of enough resources and support. All these ways of improving the morale and motivation of the workforce in the organization will make the employees want to achieve more in terms of the production levels that they help the company realize. This will influence them to participate actively in the change process (Office 2007, p. 178).

3.2 Expressing value for people

The organization must show its employees that it values their contribution with regard to what they offer to the organization. It can do this through word of mouth, writing or through rewards (Kumar and Mittal 2001, p. 47).

3.3 Careful placement of people in jobs

The company must ensure that it carries out careful placement of people in certain jobs. This means that the organization must consider the performance of individual employees and their educational qualifications before placing them on strategic job departments. This will help the company by ensuring that employees undertake their responsibilities responsibly and carefully for the success of the organization. It will help the organization avoid mistakes while implementing the change.

3.4 Work environment

The organization can also increase the morale of its workforce and motivate them by ensuring that they work in an environment that encourages them. The working environment must offer them security and safety when working. The management must take out all the threatening situations that exist in the workforce (Levesque 2007, p. 132).

3.5 Involving the workforce

The organization can also increase the morale of its workforce by involving each employee in the change process. The organization might do this by ensuring that all employees receive the same treatment and have equal chances to participate in the change process. The organization must not favor other employees and look down upon others.

4.0 Management development

The management of the change process, the vision, and the strategy require a strategic and careful management development. Management development entails identifying management functions that the change process requires. This requires the identification of the right leaders and the management strategies that the process requires. The management development in this process requires that leaders identify the resources required to get the process of change done.
Management involves getting the workforce to engage the change process in the right time, the right way and with the required resources. It involves influencing the workforce to set their psychological state of the mind and their physical capacities ready to implement change (Rees and Porter 2008, p. 237).
Management involves offering the most effective procedures of doing things. It involves offering relevant leadership skills that can lead people to action. It involves leadership skills that can help people realize their potential and the reason for engaging in the whole process of change.

4. 1 Interpersonal skills

Management development entails nurturing the interpersonal skills in the workplace. All people that participate in one way or the other in the organization must have an excellent relationship with each other. Success in organizations depends on the interpersonal skills that people display. Leaders must have a remarkable interpersonal relationship with employees the same way employees should have a remarkable relationship with their leaders. For the workforce to have excellent interpersonal relationship, people must display exceptional interpersonal skills. People must know how to address each other they must know how to approach their leaders and leaders must know how to approach their subjects (Hayes 2002, p. 44).
Leaders and their subjects must respect each other, they must learn to endure the differences of each other and have perseverance. These aspects can help the workforce have peace and get along with each other.

4.2 Leadership skills

In organizational leadership, leadership entails setting direction in an effort to influence people to follow a certain path. This means that leaders must act as examples by showing people the direction that they should follow. In this case, leadership skills entail helping people see the direction that the change heads. The management must show the workforce the destination of the change. It should be able to make people understand the purpose of the change and the responsibility that they have with regard to the change (Ricketts and Ricketts 2010, p. 67).
It involves tolerance and perseverance. The change process has a lot of difficulty and requires that leaders offer an example by responding appropriately to challenges. This requires that leaders be ahead of the workforce in terms of thinking of the difficulties that may come and developing mitigation measures.
Leadership skills also involve maturity. All those people who occupy leadership positions must portray maturity. When they have trouble, they must not give up. When the work force experiences problems, the leaders should not take sides. They should seek to find the source of the problem and solve it amicably. Leaders should not use abusive language when addressing employees.
Leadership skills also entail the effort of familiarizing with the whole concept of change. This might help leaders offer informed advice and make informed choices when they encounter challenges.

4.3 Change management skills

Change requires that the people involved in it possess relevant skills. First, leaders must have the right information about the change. This means that they should understand all that pertains to the change. This can help them manage the change process with confidence and help them to influence the workforce to follow the right direction and avoid mistakes.
It also requires proper resource management skills. Leaders must know how to manage human and material resources. Leaders must know how to integrate human resource with material resource. Consolidating these two resources ensures that the change process moves smoothly and enables managers solve the challenges that arise without straining (Saiyadain 2003, p. 78). Leaders must identify all those areas that require change and manage people as they engage in the change process.

4.4 Conflict management skills

In the management of the change process, managers must know the ways of managing conflicts. Whenever more than two people work together conflicts must arise either from their work responsibilities or from their personal issues. When engaging in change processes, people experience conflicts because not all people can agree on one way of doing things. Therefore, conflicts become paramount (Rees and Porter 2008, p. 137).
Conflict management skills entail bringing people together after they have got into fights. A leader must find the root of the problem and address it before addressing the fight. A leader does this to avoid a repeat of the same. When solving disputes, leaders must not take sides. Taking sides might result to serious problems, in the future because the leader will have solved half of the problem. Therefore, leaders must strive to make sure those conflicts and disputes end amicably.
Leaders must possess proper negotiation skills that can help them convince the warring parties to stop. They must solve disputes with etiquette and respect. They should not use violence to solve disputes. They must cultivate the culture of understanding and tolerance in the workforce (Sommers 2008, p. 149).

4.5 Evaluation skills

After the implementation if the change strategies, the management must carry out evaluation procedures. Evaluation must involve both formative and summative evaluation. Formative evaluation entails carrying out organizational evaluation at the middle of the change process. This serves to identify the weak parts of the change process and formulating mitigation procedures to improve the situation. This could help the company to avoid investing resources to defective procedures that can bring losses to the organization.
Summative evaluation entails carrying out evaluation at the end of the whole process. This evaluation helps the company to identify areas that did not do well as expected. This helps the company to develop mitigation procedures that help in the formation of future change needs.  Evaluations act as important aspects that organizations must put in their procedure before engaging in any change practices. Evaluation cushions an organization from unnoticed carelessness that might cost the organization. Therefore, evaluation must be part of the change strategy (Rees and Porter, 2008, p. 97).
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Conclusion

Organizational behavior influences the success of an organization. When an organization has a workforce that ensures that, their organizational behavior reflects the visions and objectives of the organization. Organizational behavior influences the actions of workforce. Managers must always ensure that the organizational behavior of the workforce reflects the ethics, etiquette, and values of the organization. Organizational behavior must not cause a conflict in interest among workers. Change in an organization requires a lot of care and deliberation it requires that managers make closer and informed decisions regarding the changes that organizations wish to make changes. It requires that the workforce engage him or herself in ethical behavior and accept the change. The management must offer guidance, advice, and resources to the workforce that that the change process requires. It requires that managers possess relevant information, leadership skills, and conflict management skills and know how to carry out evaluations and respond to them appropriately. The whole process requires perseverance and tolerance. Therefore, organizations should invest carefully when making changes.

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