Organizational culture and behavior
In organization management, the concept of organizational culture is used as a way of describing the experiences, attitudes, values, as well as beliefs of an organization in question. According to Hill and Jones (2001), organizational culture could be described as the explicit compilation of norms and values that a group of individuals within a certain organization shares amongst them.
For example, Apple computers as an organization are committed to fostering an innovative culture. For this reason, the management ensures that it not only supports, but also rewards novel ideas generated by its employees. To this end, the company has instituted processes and stems that ensure that there is streamlined innovation in the organization, while at the same time also creating room for failure, at least to tolerable levels (BBC News, 2006). Furthermore, Hill and Jones (2001) have further posited that an organizational culture directs the manner in which such individuals in an organization network amongst themselves, as well as with the external stakeholders of the organization.
On the other hand the term, organizational behavior refers to the application as well as the study of knowledge regarding how individuals and groups as well, act within organizations. In order to achieve this, organizations often resort to the application of a systemic approach of the firm (Lewin, 1951). In other words, organizational behavior interprets the interaction between a firm and the people with respect to the entire individual, groups, firm, and even the entire social system.
The role of an assessment of an organizational behavior is to facilitate the establishment of enhanced relationships through the attainment of the objectives of an organization, those of an individual, as well as the goals of a social system. As such, organizational behavior takes into account a multivariate of topics and these include change, human behavior, leadership, as well as teamwork.
Diversity, from the perspective of an organization, has been described as the underlying values and norms that are widespread among a definite group of individuals. This means that the management of an organization has to take into consideration that the individual members of the firm are different in terms of gender, race, and cultural orientation, and that all these variations if harnessed properly, augment the success of an organization and consequently, the achievement of the objectives of such an organization (Lewin, 1951).
The management of diversity in an organization involves being embracing practices, policies attitudes, procedures, and approaches at a given level of competence, both within and without the organization. (Janssens & Steyaert, 2003).
In broader terms, organizational communication describes the act of individuals within a particular organization coordinating with a view to attaining individual goals, or those of an organization. It is through communication that individuals can relate with one another (Redding, 1985). By extension, the very survival of a firm hinges upon persons and groups of individuals that are in a position to uphold continuing and effective communication in their midst. As such, an understanding of the form of communication that a certain organization engages in is a reflection of a better understanding of such an n organization.
Communication has been defined as a form of transfer of meaning either between individuals, or groups. In an organization, communication could be viewed as a purposeful element of the entire system (Redding, 1985).Alternatively; it could as well be regarded from an interpersonal perspective. There is a correlation between communication and an organization’s structure, seeing that the latter is partly determined by the various network channels that enable information to flow within a firm.
Business ethics may be regarded as a kind of applied ethics that explores ethical problems, morals and principles, and which have a likelihood of emerging within the environment of an organization. More than ever before, organizations are today expected to observed high standards of business ethics, through actions and processes within organizations.
At the same time, organizations are increasingly being subjected to pressure to enhance business ethics. For example, in the United Kingdom, motorists are now being subjected to increased road taxes for vehicles that have high emissions. It is then upon the manufacturers to ensure that they manufacture vehicles that have lower emissions so that they are not seen to contribute to the miseries of the customers.
Additionally, the corporate of today is advocating for the advancement of social values that are non-economic in nature. This is how the issue of corporate social responsibility (CSR) comes in. in certain instances; organizations have had to ‘redefine their core values in view of ethical concerns. For instance, BP is now banking on ‘beyond petroleum” as its core value, thereby reflecting the environmental tilt that the organization has assumed.
Within the context of an organization, change management has been defined as a structured approach that seeks to move persons, teams, as well as organizations from the prevailing state, to one that is more desirable (Hill & Jones, 2001). As such, this definition takes into account the management processes of change from the perspective of both the organization, as well as those of an individual. The change management of an organization entails those tools and processes that are concerned with the management of the human resources in an organization.
Combining these tools with a deeper understanding of the human resources aspects of an organization assists in laying a foundation for a proper management of the organizational change (Hill & Jones, 2001). The process of managing change in an organization entails readiness assessment methods, communication, training and education, coaching by supervisors and managers, and techniques necessary for the sustenance of the preferred change ( for example, reinforcement, rewards, and measurement systems).
BBC News (2006). “Miliband draws up green tax plan”. BBC News Monday, 2009. Web.
Lewin, K. (1951). Field Theory in Social Science. Harper and Row, New York.
Janssens, M., & Steyaert, C. (2003) Theories of diversity within organization studies: debates and future trajectories. 2009. Web.
Redding, W. C. (1985). “Stumbling Toward Identity: the emergence of organizational communication as a field of study” in McPhee and Tompkins, Organizational communication: Traditional Themes and New Directions. Thousand Oaks, CA: Sage.
The Hindu business line (2008). Driving innovation. Business Daily, Web.
Hill, C. W.L., & Jones, G.R. (2001) Strategic Management: an integrated approach. New York: Houghton Mifflin.