Essay - The Human Element in Organizational Behavior: Issues for Today's Manager...

The Human Element in Organizational Behavior: Issues for Today's Manager

Introduction

The Impact of Interpersonal Relationships

The Effects of Environment

The Social Structure With***** the Company

Technology Empowers Workers

***** Role of Managers

*****

Bibliography

I. Introduction

The key to organizational success lies with the people in the organization. A company that encourages employee growth and empowerment ***** creates an atmosphere of com*****t *****d belonging for its employees and works toward diversity has a competitive **********. Employers also must recognize ***** ***** external environment can impact the internal culture and effectiveness ***** the organization. People's social relationships outside of work affect how they perceive the internal social structure of the company, *****, hence, their job performance. The ***** of the company ***** impacts the social dynamic of an organization. There are a v*****riety of ways to structure a company from a traditional *****p down management approach to a p*****rticipative, team based concept. Management attitude determines ***** social structure and organization of a company. Changing technology has an impact on the organization as well. Technology empowers workers to be more efficient and changes the role of management in a firm, often reducing the need for staff/***** personnel. Managers today need new skills and an understanding of organizational *****havior to be effective. I will discuss some of these fac*****rs in order to examine the effects of human behavior in the workplace.

II. The Impact ***** Interpersonal Relationships

One often neglected aspect of job satisfaction is ***** need for play in the workplace. Many managers view so called pr*****essional ***** as a desirable trait of the workplace, but fail ***** ***** that workplace play can enhance job ***** and per*****mance by building relationships. Gary Fine discusses a c*****se study involving restaurant ***** (***** 119-127). In this company, workers built an ***** *****cial network by engaging in play, such as sending new employees after nonexistent supplies and by filling up a cook's order line while he was on break, making him think that ***** had been hit with a rush. Such things seem trivial, but Fine points out ***** the ***** builds cooperati***** and camaraderie, ***** ***** work toge*****r better. In an environment such as this, *****ers are more likely to help ***** coworkers instead of sticking to task *****d job oriented behavior. Joy in work promotes productivity, and it promotes acceptance of divers*****y. Managers, therefore, should ***** to create fun in the *****. Too often, they seek to discourage it and ***** do*****g so, stunt the social growth of their companies.

One ***** the biggest movements that is changing the social aspects of the workplace ***** is the growth of self-directed work teams (SDWT). In a traditional organization, individuals typically performed a job and related to a m*****nager. Opportunities for ***** interaction among workers were limited. Managers solved problems and employees implemented the solutions, ***** on an individual bas*****. But, SDWT's ch*****ge that *****. They empower workers to develop as well as implement solutions. Managers become coaches and resource provides. This philosophy requires