Essay: Behavior of Organizations

Pages: 8 (2831 words)  ·  Bibliography Sources: 6  ·  Level: College Senior  ·  Topic: Business  ·  Buy This Paper

SAMPLE EXCERPT:

[. . .] They were offered extra money to do something that needed to be done, and if they did not take that, someone else would. Since most of the employees were motivated by money, the system worked for the majority.

Unfortunately, that same system ignored some of the best employees, who knew that there were things that mattered to them more than money. They had goals and desires that they kept on the inside, and they were focused on those. Money could not buy the things that mattered most to them, and so, in time, they left the employer and went to work for other companies and individuals that understood other ways to keep them motivated. Some of them started their own businesses, because they were motivated by internal forces that had nothing to do with what a company or organization could offer them. That was important to realize, because it made things very different around the company. People kept leaving, and the boss could not understand why this was the case. He never figured out that money was not everything, and he likely still has not made that determination.

Areas of Emotional Quotient

The organization failed to truly embrace emotional quotient (EQ). That is not to say that no one at the company understood it or its value, but only that there were a number of people there -- especially the boss and those in higher management -- who did not seem to see the value in EQ. That was unfortunate, because a great deal more could have been accomplished if the boss would have been willing to look at something more than cold, hard business facts. Businesses have to be run properly, and one of the ways to do that is to realize that businesses are made of people, and people have emotions (Sopow, 2007). Often, those emotions are strong, and sometimes they even override logic, or what people would commonly call "common sense." In any business, logic has to be a big part of what is examined. However, it is also very important to understand how a customer's emotions might play into purchasing the product or service the company has to offer (Sopow, 2007). There are also emotions felt by the workers at the company, and these should be considered, as well.

The former employer did not fail to understand emotions, but simply failed to see how valuable they were when it came to a strong company culture and a great deal of information provided to employees. The boss was not interested in how employees felt about the work they were doing, whether they were getting any satisfaction out of that work, or whether there were other ways to help them feel better about their jobs. It is not an employer's place to "babysit" his or her employees, or act as their therapist, but happy employees are more productive employees. If the boss would have been more interested in the emotions of the employees, it would have been obvious that there was a lot of dissent among the ranks. That could have been corrected, and more good employees would have stayed on with the company, instead of quitting and going to work for others.

Virtual Elements

One of the biggest problems with the company was that virtual elements were nearly nonexistent. Even though much of the work could have been done from home, through teleworking and virtual offices, the boss would not allow it. The reason behind that was most likely one of control, because the boss seemed to believe that people who could not be watched while they were working were going to slack off and not do a good job. While that might have been true in some cases, the vast majority of the employees at the company were professionals. They would not have been interested in slacking off. They would have preferred to do their jobs and get the work done, so they could then go and do something else. They also knew their jobs well, so they did not need the "hand-holding" the boss seemed to think they required. That was important to note, because there were many ways in which more could be done to make the workday easier and more productive for everyone, and teleworking or virtual office options would have been a great start to all of that.

When people who are dedicated to their work are able to be more flexible with it, they often get more done, not less (Papa, 2008). There is a sense of freedom that comes with the issue, but there is also the opportunity to focus on important things on a schedule that works for the employee and the company. The boss, however, was focused only on how much control was had over the employees, and how much of that would allegedly be given up if employees were allowed to work from home. The boss failed to see the benefits, and only addressed the risks that could potentially come about -- most of which were not realistic based on the group of employees who were there at the time. Professionals are going to do their jobs, whether they are in the office or at home, and there is no reason for a company to think that these individuals have to be watched over all the time.

Conclusion

The key to successful behavior in an organization is making the people who work there as cohesive as possible. When that is done, it is much easier for the organization to operate. Companies that want to be successful in reaching their goals need to have the right culture, and they also need to be able to communicate properly and motivate employees, so that everyone is focused on a common idea or theme. Disorganization is not going to make a company successful, mostly because there are so many problems seen when a company is not properly organized and when the workers of that company do not see themselves as a team. By stopping workers for becoming a good team, and by failing to lead by example, the former employer created a working environment that was completely unacceptable to most of the workers. Many employees left as soon as they could find another job in their field, and those who stayed expressed their dissatisfaction with their job quite often. That was unfortunate, but yet nothing was done about it.

It would seem as though the former employer would have been aware that changes needed to be made, but yet no changes occurred. That indicated that the boss either did not see that there was a problem with the organization, or that the knowledge of how to fix the problem was simply not there. Either way, it was clearly an issue that needed to be handled, and one that would not resolve itself. Addressing an issue like organizational behavior can be difficult because it encompasses so much information, but that does not mean it should be ignored. There are a number of ways to address the issue and attempt to make changes, but these can only happen if the boss is willing to focus on those issues and make sure that the organization does what is necessary to move forward. Companies that do not do this often struggle, and can eventually fail completely.

References

Barney, J.B. (1986). Organizational culture: Can it be a source of sustained competitive advantage? Academy of Management Review, 11(3), pp. 656 -- 665.

Black, R.J. (2003) Organizational culture: Creating the influence needed for strategic success, London, UK.

Jex, S.M. & Britt, T.W. (2008) Organizational psychology, a scientist-practitioner approach. NY: John Wiley & Sons.

O'Donovan, G. (2006). The corporate culture handbook: How to plan, implement and measure a successful culture change programme. NY: The Liffey Press.

Papa, M.J., et al. (2008). Organizational communication perspectives and… [END OF PREVIEW]

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