The Organization of Behavior

1.Behavior is the key to increasing a business performance and leadership behavior affects the ability of an organization to change performance and to sustain improvement.
Indeed, any successful organization has its base on the organizational behavior of philosophy, values, vision and goals, (Hebb, 2002). This in turn will breed an organizational culture which encompasses informal and formal organization and the social environment. When these elements blend appropriately, the manner in which individuals or groups act in an organization will improve and, therefore, the importance of the resulting behavior to both performance and change towards a sustainable improvement in an organization can never be overemphasized.
2.Many management initiatives, such as TQM and TEAMS, faltered because they did not consider the behaviors needed to achieve and sustain the desired outcomes.
Many initiatives like TQM and TEAMS aborted because they were undoubtedly shortsighted in taking an informed account through the application of a systematic approach towards unraveling the behaviors that are pivotal in achieving and sustaining the state of an ideal organization. Systemic approach, according to (Hebb, 2002), entails the accurate efforts of interpreting people-organization relationship in terms of whole persons, groups, organizational structure and its social network. Being elemental as it may, skipping it may seem less risky but the resulting disappointments will render a whole initiative useless, misguided and a waste of resources.
3.Brakisk describes behavior pinpoints must be aligned within an organization and positive reinforcement can be monetary and non- monetary, but non-monetary feedback delivers more long-term benefit.
The whole idea of non-monetary feedback having a long-term benefit as propounded by Braksik should not be taken as gospel truth. Money, you will agree, is the motivator of all time in an organization. According to (Kendon et al, 1975), when people are awarded bonuses, their salaries paid in time, their grievances dealt with in time and communication geared towards increases productivity and income, a smooth running of the organization is assured. Therefore, monetary feedback should be more effective in shaping the behavior of people and increasing productivity within an organization.
4.To be effective, positive and constructive feedback should be delivered in a ratio of four to one and feedback is an effective coaching tool because it focuses on critical performance issues.
 Feedback should entirely depend on urgency, necessity, relevance and the nature of the original message. The relationship between the originator and the recipient within an organization is also a factor to consider. Coming up with a fixed and rigid ration of four to one does not at all put the matter of feedback to rest but the realization of the intended communication’s objectives does. As (Kendon et al, 1975) will say, feedback being an important ingredient in an organization’s success, is a fluid notion that changes from situation to situation, organization to organization and from one line of business to the other. 

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