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ORGANIZATIONAL BEHAVIOR.
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Management practices in theory and behavior for purpose of increasing productivity and enhancing employee morale and commitment.... More...
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Paper Abstract:
Management practices in theory and behavior for purpose of increasing productivity and enhancing employee morale and commitment. Examines and contrast the value of "soft skills--communicating well, motivating others-- with value of traditional technical skills. Contends that technical skills are not sufficient. Need for interpersonal skills.
Paper Introduction:
The Value of Organizational Behavior in Theory and Practice
As early as the late 1960s, organizational and management theorists argued convincingly that a body of theory and related practice known under the general rubric of “organizational behavior” offered managers, their organizations, and workers at all levels and in virtually all fields of endeavor a highly effective, cost-efficient, empowering, and motivating system of “best practices” that could increase a firm’s productivity while enhancing employee morale and commitment (Hampton, Summer, and Weber, pp. 63 – 65). The essential principles of the approach include: recognizing the importance of motivation and its effects on workers; understanding organizational culture and the ways in which it permeates the work environment; using two-way communication to inform, motivate, and empower workers; and
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Human systems are often resistant to change and what a firmrequires are leaders who are transformational - leaders who seek totransform their organizations, their workers, and themselves in response toexternal and internal demands for change. Fully half of all jobs in the UnitedStates are characterized as belonging to the information processing orservice sectors; in these sectors of the labor market, communication withinthe organization and between the organization and its other stakeholders(i.e., the client/customer base, suppliers, stockholders, regulators, andthe general public) has assumed a high priority. Weber. In termsof managing conflict, the "hard-driving" leader is focused more often thannot on restoring order; in contrast, the adaptive/transformational leaderworks to expose conflict or allow it to emerge (Heifetz and Laurie, p.18 ). French, Bell and Zawacki (p. It recognizes that no matter how complex ortechnologically oriented a given firm may be, it is composed of people whobring disparate skills, interests, needs, and interests to the workplace.Leaders, whether at the top, middle or lower levels of an organizationalhierarchy, must be based on learning and on empowerment of others. Cambridge, Ma.: Harvard Business School Press, 199 , pp. These researchersbelieve that while technical skills and "know-how" are increasinglyimportant in the modern era, management and organizational developmentcontinue to require interpersonal competence in order to achieve success.Specifically, in an environment characterized by apparently endemic change,Bolman and Deal (p. tend to "ask" or "persuade" rather than to "tell" or "demand"; . Belmont, Ca.: Wadsworth Publishing, 2 . Leaders in this model are, like their empowered subordinates,learners. Heifetz and Laurie (p. Help-seeking and help-giving behaviors; . More recently, in their analysis of how contemporary organizations canbe "reframed" to achieve maximum productivity, efficiency, and employeesatisfaction and motivation, Bolman and Deal (p. Organizational Behavior and the Practice of Management. The critical difference between the two approaches described brieflyabove to some of the essential roles or responsibilities of leaders andmanagers is that the adaptive or transformational leader will not treatadaptive challenges as if they are technical problems (Heifetz and Laurie,p. The Value of Organizational Behavior in Theory and Practice As early as the late 196 s, organizational and management theoristsargued convincingly that a body of theory and related practice known underthe general rubric of "organizational behavior" offered managers, theirorganizations, and workers at all levels and in virtually all fields ofendeavor a highly effective, cost-efficient, empowering, and motivatingsystem of "best practices" that could increase a firm's productivity whileenhancing employee morale and commitment (Hampton, Summer, and Weber, pp.63 - 65). Overall, effective supervisors,leaders and managers tend to be high on consideration and structure and toadapt their leadership styles or activities to the situational as well asoverarching needs of their organization, team, employees, or tasks.Technical competence and efficiency, along with higher levels of technicalknowledge and efficacy, are increasingly important in the information-basedorganizations of today, but they are no substitute for interpersonal skillsand competence; in "best practices" technical skills will augmentinterpersonal skills. Technical skills - which can be reflected in specific task structuresand in specific management or leadership attributes and behaviors - are notsufficient to move organizations forward (French, Bell, and Zawacki, p.66). 15 - 151) state that highconsideration for employees is associated with low levels of turnover,fewer grievances, and less absenteeism. 153) point out, organizations have both formal rolesrequiring specific technical or work-related skills and competencies; theyalso contain personal roles in which interaction between individualsbecomes paramount. "The Work of Leadership." Harvard BusinessReview on Leadership. Broad role definitions, leading to synergies between /among teams, units, workers and supervisors, suppliers and clients, etc.Clearly, a variety of "soft" skills are needed by leaders to achieve thiskind of organizational interaction. The idea that organizational behavior, defined interms of interpersonal competencies that motivate, communicate, empower,share decision-making, and foster commitment is as important as technical"know-how" will be advanced, affirming what Trenholm and Jensen (p. Both types of skills are vitally important today, butthe notion that interpersonal skills are less significant, much lessinsignificant, in a technologically advanced environment is patently false.As Bolman and Deal (p. 171 - 198.Redding, Charles. In essence,organizational behavior is an essential reality in the business world. The essential principles of the approach include: recognizing theimportance of motivation and its effects on workers; understandingorganizational culture and the ways in which it permeates the workenvironment; using two-way communication to inform, motivate, and empowerworkers; and developing the skills, competencies, behaviors and attitudesamong all staff members that will result in achievement of anorganization's central mission, goals, and objectives (Bolman and Deal, pp.8 -12). 332)have characterized as the "importance of role interactions," which can bebut need not be dehumanizing and which can be and should be liberating. Organization Development and Transformation. 32 ) describe such structures ascontaining the following elements: . Glenview, Il.: Scott, Foresman and Company, 1982. 795) suggested that in the forward-looking organization, power redistribution would become increasinglyimportant. Heifetz, RonaldA., and Donald L. On average, people spend nearly one-third of their adult lives atwork (Trenholm and Jensen, p. Implicit, of course, is managing change - amajor source of conflict and resistance in any organization. Specifically, Bolman and Deal (pp. Redding (pp. Hampton, Summer and Weber (p. New York: Industrial Communication Council, 1972.Trenholm, Sarah, and Arthur Jensen. 443) developed some 29 years ago a listing ofcharacteristics related to supervisory communication effectiveness thatremain valid today. This revolution centers on "Quality of Working Life (QWL)," aterm that refers to creating a sense of community among workers whichsupports not only the profitability of the firm, but also the developmentof the worker. Technology generally suggeststhat a relatively high degree of specialization within tasks will occur.However, specialization in terms of technical knowledge and tasks does noteliminate or even reduce the necessity of deploying effective interpersonalskills to achieve profitability or enhance productivity or respond tochange mandates. In other words, it is the opinion of Bolman and Deal (p.15 ) that leadership style has a powerful impact upon both productivity andmorale. 5 ) suggest that astechnological sophistication increases in an organization, specializationalso increases, leading to a greater demand for interpersonal skills, andfor all of the practices that are associated with the notion of"organizational behavior" as a set of principles and activities that shapethe structure and the culture of a given organizational entity. Reframing Organizations. Boston: McGraw-Hill, 2 .Hampton, David R., Charles E. 64 - 64) have described the new workenvironment as one in which rapid technological development, globalization,multicultural exchanges, and new organizational cultures and missionspredominate. 442 - 443) suggested that bettersupervisors: . Laurie. As Trenholm and Jensen (p.332) have pointed out, surveys of corporate leaders reveal that the twoskills most valued in new employees are writing and speaking skills, withinterpersonal competency high on the list of most desired qualities. Works CitedBolman, Lee G., and Terrence E. Communal relationships; . Communication Within the Organization: An Interpretative Review of Theory and Research. In an environment in which technology is driving change, leadersand managers must ensure that team or unit members possess the appropriatetechnical knowledge to function effectively. The technicalor routine leadership approaches to each of these responsibilities, whencompared to the adaptive response, may not be adequate. 332). In terms of orientation, the technical leaderclarifies roles and responsibilities, while the adaptive leader challengescurrent roles and resists pressures to define new roles quickly. Interpersonal Communication. Free exchange of knowledge/information; . are sensitive to subordinates' feelings; . So-called "Third Wave" management requires recognition notonly of the importance of "hard" technical skills, but also recognition ofand response to the inherent social revolution that is occurring in theworkplace. Ball, and Robert A. High involvement of workers, team members and leaders; . are more "communication-minded;" . Deal. Summer, and Ross A. As Heifetz and Laurie (p. In this brief report, the notion that the putatively"touchy-feeley" skills communicating and listening well, interacting well,and motivating one another are less valuable than technical skills will beconsidered and rejected. For example, atechnical leader will define problems and provide solutions, while theadaptive or transformational leader will identify the challenge and framekey questions and issues. However, today some managers and hard-driving leaders believestrongly that technical competencies of individuals are far more importantthat the "soft skills" in making them (the individual) the most value addedto the organization. Leadership tasks, as identified by theseresearchers, range from direction to protection, orientation, managingconflict, and shaping norms. 145) emphasizeinterpersonal competence as a basic managerial skill. Hampton, Summer and Weber (p. Charles Redding (p. 197) argue that effective leaders in the new organizationalparadigm are those who "engage people in confronting the challenge,adjusting their values, changing perspectives, and learning new habits."These tasks are not technical, but are very much a part of the supposedly"touchy-feeley" strategies of organizational behavior. 194). San Francisco: Jossey-Bass, 1997.French, Wendell L., Cecil H. The new organizational paradigm, which focuses on collaboration, teamefforts, and flat as opposed to vertical structures, requires interpersonalskills. are willing to listen and take appropriate action in response to subordinates' suggestions and complaints; . 18 ) define the role of the leader in the neworganization as an adaptive role. 149) state that many change efforts fail not because ofincorrect or insincere managerial intentions or the lack of technologicalcompetence, but rather "because managers lack interpersonal skills andunderstandings."Popular organizational remedies necessitating technical competence such asquality improvement, process reengineering, and self-managing teams oftenbecome ineffective or stalled because of interpersonal misunderstanding andmiscommunication. are more open in passing information along, explaining changes, and overcoming resistance to change. As such, they are asvital in today's workplace as they were in the past. Heifetzand Laurie (p. Zawacki. French, Bell and Zawacki (pp. Subjugation of personal needs/ego for common good; . 195) state, many leaders attempting totransform organizations through any of a number of strategies (e.g.,mergers and acquisitions, restructuring, reengineering and strategy work)fail because they make "the classic mistake of treating adaptive challengeslike technical problems that can be solved by tough-minded seniorexecutives." Organizational behavior, as a field of study and practice, focuses onhuman resource capital as one of the most critical ingredients of a firm'sultimate success (or failure).
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