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Organizational Behavior Terminology And Concepts Paper

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Organizational Behavior Terminology and Concepts

MGT 331

Organizational Behavior Terminology and Concepts Paper.

According to Schermerhorn, Hunt, and Osborn (2005), Organizational Behavior, also known as OB, ÐŽ§is the study of human behavior in organizationsЎЁ (Chap. 1, p. 16). OB is a multidisciplinary field dedicated to the understanding of ÐŽ§individual and group behavior, interpersonal processes, and organizational dynamics.ЎЁ (Schermerhorn, Hunt, and Osborn 2005, p. 16). In this paper I will show how organizational culture (diversity, globalizations, ethical behavior, social responsibility) influences individuals in the way they perform their tasks, and how learning about OB can help organizations expand, communicate, learn, and develop for better performance in the competitive, vibrant, and ever changing workplace we live in.

Organizational culture

How do organizational cultures function? According to authors Schermerhorn, Hunt, and Osborn (2005), ÐŽ§in the internal environment of organizations, the shared beliefs and values that influence the behavior of organizational members create what is called the organizational cultureЎЁ (Chap. 1, p. 25). If an organization has a strong culture, it will most likely function with an comprehensible vision and a mission of the path to follow, which in turn is sustained by ÐŽ§well-developed and well-communicated beliefs and valuesЎЁ ( p. 25).

XXXXXX develops digital printers that have the best technology in the word since 1989. XXXXXX employees take pride in being part of a company that invented wide and superwide digital printing technology, and also of being partly responsible for staying as the industry leader in that technology. Our employees are also committed to deliver personalized customer service and support. (XXXXXX website, 2006)


Organizations whose internal politics and cultures are strong and positive typically count with a high performance oriented workforce, where the importance of teamwork is prioritized, and where employees feel motivated to take risks in order to innovate (Schermerhorn, Hunt, and Osborn, 2005). These organizations also respect their workforce diversity which, according to Schermerhorn, Hunt, and Osborn (2005), is ÐŽ§the presence of individual differences based on gender, race and ethnicity, age, able-bodiedness, and sexual orientationЎЁ (Chap. 1, p. 26). To an organization it is critical to respect and value diversity. Organizational cultures that truly value diversity, usually have an internal atmosphere of completeness, where not just a few selected ones but all members are provided with equal opportunities. Managers at organizations where diversity is appreciated are able to work successfully with employees with diverse backgrounds, life styles, genders, ages, national cultures and ethnicities.

Schermerhorn, Hunt, and Osborn (2005) recommend the following tips for managing diversity at the workplace:

Ñ"ж Concentrate on getting the best available talent.

Ñ"ж Expand business with partners or customers who belong to minority groups.

Ñ"ж Develop career plans for all employees.

Ñ"ж Encourage minorities to take on responsible positions.

Ñ"ж Sustain responsibility for delegated goals.

Ñ"ж Diversity should be part of any organizational strategy.

Ñ"ж Promote minorities into senior management positions (chap. 2, p. 26).

To fill potential staff shortages in all areas, XXXXXX offers employees tuition and books reimbursement. Employees pay back with one year of employment for each year they spend in school. Also, regardless of nationality and region, XXXXXX offers re-location to employees; relocation expenses, lawyers, and legal documentation are paid by XXXXXX.


Managers spent with time working inside an organization with supervisors, subalterns, and subalterns of their subalterns. When working externally, managers interact with customers and suppliers (Schermerhorn, Hunt, & Osborn, 2005). Managers communicate constantly and have to spend a lot of time receiving, delivering, and dealing with information in person or electronically (Chap. 13, p. 395). Managers at XXXXXX frequently participate in meetings with other managers, subalterns, customers or suppliers, typically giving each other vital formal or informal feedback (Schermerhorn, Hunt, & Osborn, p. 396) that flows, depending on the meeting and its subjetct, downwards, upwards, or laterally (Schermerhorn, Hunt, & Osborn, p. 398).

Organizational Effectiveness and Efficiency.

According to Schermerhorn, Hunt, & Osborn (2005), ÐŽ§The concept of organizational effectiveness is used in OB as an indicator of how well organizations perform as open systems.ЎЁ However, to evaluate how organizations perform it is necessary to take in consideration other points of view. The systems resource approach (Schermerhorn, Hunt, & Osborn, 2005), ÐŽ§looks at the transformation process and examines how efficiently resources are utilized to produce goods and/or servicesЎЁ. The goal approach looks at the results to measure outcomes ÐŽ§of key operating objectives such as product quality, innovation, and profitsЎЁ. And the strategic constituencies approach looks at the ÐŽ§impact of the organization on the key stakeholders and their interestsЎЁ (Chap. 1, p. 26). For budgetary and profitable purposes, our new parent company ÐŽV EFI ÐŽV is currently using all the aforementioned approaches to better evaluate how XXXXXX performs.

Schermerhorn, Hunt, & Osborn (2005), believe that when appraising organizational effectiveness, it is also necessary to take in consideration short-term and longer term performance. Viewed from a short-term point, performance assessments focus on how effective goals were accomplished



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