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Organizational behavior has to do with how organization executes its activities and responds to the stimulus from the environment it operates. Each organization has its peculiar way of behaving. Organizational behavior and corporate culture goes hand in hand. In addition, they are not static. The environment in which organization operates is very dynamic. The different environmental segments tend to influence how an organization modifies its behavior in meeting with the vicissitudes of the industrial trends.


Few Absolute in Organizational Behavior

Organizations posses few behaviors that are static, but subject to change. Those behavior that are fixed would include honesty and fairness in dealing with customers, prudent response to customers, and building quality brand. On the other hand, the pattern of production, technology opted for, a policy framework and mission and corporate culture are subject to changes. Even the aforementioned more static behavior of an organization maybe affected during a period of extensive growth and consequences from rapid uncertainties.

Change in business management tend to make managers do things differently; whereby they are made awkward or uncomfortable as they struggle to eliminate the old pattern of doing things and learn a new one. As the environment changes, threats and opportunities are encountered. Some organizations respond to the changing environment by putting in place changes in their structure. These changes can affect the relationship between the firm and its environment (Armitage, 1992).

The challenge with managing change means the organization or its management would react to phenomenon that comes with the changes. According to Brown & Eisenhardt (1998, pg 4), managing change means reacting to it; it means for example, responding to a competitor’s product move with a better product, adjusting to a new government policy by creating a novel service that exploits the change, or meeting unexpected customers demands with an innovative repackaging of existing products. Also managing change entails anticipating changes, where there should be forecasted insight into what is likely to occur and then positioning the organization for this likely future occurrence.

The operation of a business organization is influenced by different dimension of environment segments in which it operates. This includes the social segment, economic segment, political segment, cultural segment, geographical segment technological segment and global segment. Each of these segments has its impact on business operations and the organization’s behavior when they are introduced or observed changes in the status quo of any of them. Just as quoted in Senior & Fleming (2006) “Change in organizations does not happen in a vacuum.”  The aforementioned segments in the environment in which organization operations are agents of change that affects their operations

 According to Peter (2005), the general environment is composed of segments, also the individual elements that are peculiar to the eternal environment of a firm. The external environmental variables that influences the operations and strategic management a firm includes the business opportunities available, threats to the firm’s effective operation, the level of competition within  the industry the firm operates in, and the mode of competitor analysis. To a significant extent, the ability of an organization to adapt adequately to the environment in which it operates would determine its success level.

Thus, in trying to adapt to these changes in the different environmental segments, an organization tends to alter its pattern of operating and behavior to suit with the demands of the present dictates from the industry and the environment.

For instance, an organization in the 1980s that operates all its word processing through manual typewriters, and have developed a training scheme for its clerical workers to be apt in the use of typewriter, but it tend to change this pattern of adopted behavior in the 21st century com

Conclusively, there are few behavior that is fixed for an organization. Those core behavior that underline the successful operation of an organization maybe sustained for a long period. However, environmental dynamics and consequences from uncertainties in the industry where the organization operate would affect its behavior. Thus,  it would be a pay off for an organization to make a balance with the environment segments it operate with its behavior, and lessen the rate of frequent behavioral change.


Armitage, Jack L. (1992), “Strategic management for Public Accounting (The  CPA Manager)”   The CPA Journal

Brown, S.L. & Eisenhardt, K.M. (1998), Competing on the Edge: Strategy as Structured Chaos. Boston, Mass: Harvard Business School Press.

Peter, J. Dowling, et al (2005), Strategic Management: Competition and Globalization (2nd Pacific Rim Edition)

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Chapter Three: Managing Communications Incident: A Breakdown in Communications Linda Barry, a single mother with three children, was hired as an order-entry clerk for a trucking firm. Her first two weeks on the job were spent in a special class from 8 A. M. to 4 P. M. , where she learned how to sort, code, and enter the orders on the computer. An instructor worked with her constantly at first, and then less frequently as she gained skill and confidence. Linda was happy to have the job and enjoyed her work schedule. When the training was completed, she was told to report to the order-entry department the following Monday.

When she was first employed, either Linda failed to read and understand the printed information about her regular work schedule or perhaps the recruiter forgot to tell her that she was to fill a spot in a special shift that worked from 4 P. M. until noon. In any case, Linda failed to report to work on the early schedule on the first day of regular work. When she did arrive at 8 A. M. , her supervisor criticized her for lack of responsibility. Barry responded by saying that she could not work the early shift because she had to prepare her children for school, and she threatened to resign if she could not work on the later shift.


Because of heavy work load and a difficult labour market, the supervisor needed Linda to do the job, yet had no room for her in the 8 A. M. to 4 P. M. shift Questions 1. Analyze the communication blockage in this case. Discuss ideas such as upward and downward communication, listening, realistic job previews, feedback and inference. 2. Explain how you would handle the employment situation at the end of the case. what ideas from the chapter could be applied to help resolve this problem? Chapter: Social System and organizational Culture Incident: Liberty Construction Company

Liberty Construction Company is a small company in Golorado. Over a half its revenue is derived from the installation of underground water and power line, so much of its work is seasonal and turned over among its employees is high. Michael Federico, a college student, had been employed by Liberty as a backhoe operator for the last three summers. On his return to work for the fourth summer, Federico was assigned the second newest of the company’s five backhoes. The owner reasoned that the Federico had nine months of work seniority, so according to strict seniority, he should have the second backhoe.

This action required the present operator of the backhoe. This action required the present operator of the backhoe, Pedro Alvarez, a regular employee who had been with the company seven months, to be reassigned to an older machine. Alvarez was strongly dissatisfied with this; he felt that as a regular employee he should have trained the newer machine instead of having to give it to a temporary employee. The other employees soon fell into two camps, one supporting Alvarez and one supporting Federico. Job conflicts arose, and each group seemed to delight in causing work problems for the other group.

In less than a month Alvarez left the company. Question Discuss this case in terms of the social system, Equilibrium, the psychological contract, role, status ad status symbols. Chapter Six: Appraising and Awarding Performance Incident: Plaza Grocery Brad Holden was the executive vice president for Plaza Grocery, a family-owned chain of six grocery stores in a medium-size metropolitan area. The current problem he was facing dealt with stack clerk/carryout workers in the stores. Despite paying them the usual wage rate (the minimum federal hourly wage), he had trouble obtaining enough applicants for the job.

Worse still, many of them seemed to lack motivation once he hired them. This situation created problems of empty shelves and slow service at the checkout lanes. In an attempt to solve a problem, Brad met with small groups of workers to get their ideas. He also consulted with a local expert on compensation issues. Some workers said they wanted a higher hourly wage rate; others said they wanted some incentives to work faster; some had no comment whatsoever. The consultant recommended that Brad consider using some of the more contemporary compensation systems. Questions . Which of the major economic incentives systems discussed in this chapter has the best chance of working for brad? 2. Can two or more incentive systems be combined, with an ever greater likelihood of success? What might be gained through a combination, and what would be the cost (forces? both Plaza Grocery and the employee)? 3. In your recommendation, which motivational theories are you most specifically using? Chapter Eight: Empowerment and Participation Incident: Joe Adams Joe Adams is a supervisor in the final-assembly department of an automobile body plant.

Work on this department is not dependent, with temporary layoffs or short weeks occurring three or four times a year. The work is physically difficult, and since the skill required is minimal, most employees are high school graduate only. Some do not even have a high school education. About one –third of the workforce comes from ethnic and racial minority groups. The work procedures and pace of work are tightly controlled by industrial engineers and other staff groups. Adams attended a one-day conference of his supervisors’ association recently and learned the any potential benefits of participation.

In his own word, “This conference is really sold to me on participation,” and now he wish to establish it in his assembly department. Management feels that conditions on assembly line are not suitable for participation. Further, it believes that the majority of workers employed have an autocratic role expectation of supervision. In addition, management has said that the production schedule will not allow time off for participation during the workday. This means that if Adams wants to hold any meetings about participation, he will have to do so after work on the workers’ own time.

Adams feels sure that his employees will not wish to remain after work on their own time; in fact, he is not even sure that they would do so if he paid them overtime. Questions 1. Recommend a course for Adams. 2. Would any ideas from the following be helpful in this case: McGregor, Herzberg, McClelland, Fiedler, models of organizational behaviour, prerequisites for participation, area of job freedom, and program for participation? Chapter Nine: Employee Attitudes and Their Effects Incident: Barry Niland Barry Niland, supervisor of a small sales department, noticed that one of his industrial sales representatives, Henry Hunter, had a problem.

Among other signs, Hunter’s sales had declined in this last six months, although most other sales representatives regularly were exceeding their quotas. Niland decided to try to boost his sales representative’s performance by reminding him of many opportunities for satisfaction in a sales job. Niland explained his actions as follows: I pointed out that in his customer’s eyes he alone is the company. He has the opportunity to help his customer. He has the opportunity to show his ability and knowledge to many types of people. He has the opportunity through his own efforts to help many types of people.

He has the opportunity to support the people who make our product, to reward the stockholders, and to control his financial return through his own know-how. He has the opportunity of testing his creative ideas, with immediate feedback about their value. He has the opportunity to meet constantly changing conditions, so there is no boredom in his job. There is no quicker way to achieve personal satisfaction than sales work. Questions 1. Comment on Niland’s approach in dealing with his sales representative. 2. Suggest approaches for increasing Hunter’s a. Job satisfaction b. Job performance c. Job involvement d. Organizational commitment

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