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    Organizational Behavior Essentials You Always Wanted To Know: Self Learning Management
    Organizational Behavior Essentials You Always Wanted To Know: Self Learning Management
    Organizational Behavior Essentials You Always Wanted To Know: Self Learning Management
    Ebook325 pages2 hours

    Organizational Behavior Essentials You Always Wanted To Know: Self Learning Management

    By Vibrant Publishers and Vic Clesceri

    3.5/5

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    About this ebook

    • Grasp the intricacies of dynamic workplaces within a global context.
    • Evaluate personal performance drivers such as motivation, decision-making, and problem-solving
    • Cultivate essential group work skills like teamwork and effective communication
    • Recognize that change is inevitable and polish your management skills
    • Develop leadership capabilities to drive innovation

     

    Improve your leadership and management skills by applying the core concepts of organizational behavior.

     

    Navigating through the complexities of group dynamics in an organization can be daunting with challenges such as miscommunication and lack of cooperation often hindering individual performance. However, tackling and mastering these dynamics can lead to better outcomes. Organizational Behavior Essentials You Always Wanted to Know (2nd Edition) serves as a compass for creating successful, inclusive work communities that value diverse perspectives, experiences, and cultures, benefiting both individuals and organizations.

     

    What's new – This edition, authored by Vic Clesceri, a specialist in organizational development and talent management, emphasizes the significance of change management in any organization. The book also provides a broad overview of different assessment methods, allowing organizations and individuals to better understand their personnel and set goals that would highlight their finest skills.

     

    Additionally, this book includes chapter quizzes and keywords to reinforce concepts necessary for achieving high performance in the sphere of work.

     

    Part of the Vibrant Publishers' Self-Learning Management Series, this book equips managers, business leaders, HR specialists, and students with a foundational understanding of essential concepts required for organizational development.

     

    LanguageEnglish
    PublisherVibrant Publishers
    Release dateJul 7, 2024
    ISBN9781636512310
    Organizational Behavior Essentials You Always Wanted To Know: Self Learning Management

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    Reviews for Organizational Behavior Essentials You Always Wanted To Know

    3.5/5

    26 ratings8 reviews

    What did you think?

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    Review must be at least 10 words

    • 4/5
      Very helpful book
    • 3/5
      This is an early version of the book, which had many misspellings, typos, and grammatical errors. The content was interesting and covers many business topics. Many of the topics placed responsibility for success on leadership skills of higher management. Development of a proper culture and concern for employees was key. The author includes summaries after each chapter and a set of questions to test your knowledge. The comments seemed to be truisms about influence and power as well as conflict resolution. The need to be able to address change is also a key. I thought the book was well done.
    • 4/5
      Whether before reading this book or afterwards, this reviewer does not know that much about organizational behavior as a broad, overarching concept. Despite my personal flaws and knowledge gaps, this book provides useful fill-ins. First and foremost, the author describes different types of various leadership styles while laying out strong and weak points of each. Next, the author is sure to define the strong points of diverse teams, where "diversity" refers to differences (among other things) in ethnic, national, religious, and genders. The use of quizzes at the end of each chapter serves as an effective reinforcement of basic lessons in the book.Further, the author displays relevant concerns for the 21st century by emphasizing the roles of diversity, morale and employee perception of the workplace. Retaining skilled workers is not simply a case of paying the right people enough money, and the value of diversity is not just a question of paying attention to various quotas. Further, this reviewer greatly appreciates the emphasis on basic cultural competence and the need to understand the people who may make up a business team, considering the increasing importance of diverse teams and the need for multilingualism and multicultural competence in leadership.This book has two substantive weaknesses, one in content and one in editing. The editing weakness is that the text regularly reads as though it has been translated from a language other than English. The author makes valuable points, but there are frequent glitches in the use of English grammar, particularly in terms of the definite versus indefinite article. In terms of content, the text has simplistic tendencies. On the one hand this is valuable (particularly considering the "Essentials You Always Wanted To Know" nature of this text), but on the other hand more advanced readers will find it basic or an unnecessary use of their time. The chapter-ending quizzes are, with a qualifier, good - readers with substantial experience in the public or private sector will be able to fly through them with perfect scores, having spent little time on them.
    • 2/5
      NOTE: I am a librarian and I won a free eBook copy of this book in PDF format from LibraryThing's Early Reviewers (October 2021).I picked up this book as a way to further my professional development in my career. I was interested in learning what some of the trends are in this area and hoped I could apply some of it to my job. While the topics were broad and certainly lived up to the title's "Essentials," I found the overall tone of the book too didactic. Reading each chapter felt like listening to an unskilled teacher's lecture, and it made for a boring reading experience. The lack of in-depth case studies and supporting information and citations raised questions about the applicability of the information in the real world. Concluding sections of each chapter tended to introduce new information that should have been covered in the chapter proper. The inconsistent citation style in the book's bibliography is highly suspect. However, I do commend this book for its accurate descriptions of such concepts as positive and negative reinforcement, as these are often misrepresented in daily life. Learning about the ADDIE method was my key takeaway from this book. I imagine the quizzes found at the end of each chapter might be helpful for both instructors and students.
    • 3/5
      Because this was a short, basic how-to covering the fundamentals of organizational behavior for leadership, I didn't overanalyze it. I should note, all of my comments are based on an e-format read from my phone. The print version might make more sense. Here are my quick and dirty take-aways:PROS- I appreciated the historical context as a generalized overview.- the emphasis on global perspectives was a unique inclusion.- Diversity and inclusion is all the buzz these days.- Shared services is a thing.- I appreciate the reward systems that not only looks at monetary incentives but rewards a sense of belonging. See CONS.CONS- The first 14 pages are useless (ads and testimonials). For such a short book I was surprised by the "three for the price of two" deals which came up twice (p6 & p8).- There was no clear example of how to reward someone with a sense of belonging (when that should be the norm).- Quizzes were fraught with typos and errors (#9 was missing option C which was the correct answer).- There is no way to successfully critique authority.- Bibliography is a mess.- No clear logic to arrangement of the book overall.
    • 4/5
      I have a background in organizational communication, having taught one semester of it. As the title implies, this is an overview of organizational behavior, with quizzes and references for further reading and discussion.
    • 3/5
      Vibrant Publishers compiled a 101 book Organizational Behavior Essentials You Always Wanted To Know. Topics like office politics, feedback, learning and development, dealing with stress and conflicts, hiring and dismissing staff are addressed. This instance in the self-learning management series aims to promote an open, diverse culture in which people can strive and become high-performance teams.By reading alone you won't become a manager, let alone good manager. Consider the entry-level book as a means to an end. Practice what you learned and learn from practice!
    • 3/5
      This serves as a good little primer volume on organizational behavior. The organization is excellent - each chapter begins with an overview of topics to be covered, then addresses the topics and ends with a short summary (followed by a short quiz). The material is presented at a very high level and is geared to only providing an introduction to the material. Although there is a bibliography at the end, i believe the authors would be much better served having a section for "further reading" at the end of each chapter.

    Book preview

    Organizational Behavior Essentials You Always Wanted To Know - Vibrant Publishers

    What is Organizational Behavior? History, Theories, Global Perspectives

    Beginning in this chapter and continuing throughout this course, we will cover numerous examples of how companies from around the world meet the challenges of global competition. Organizational behavior helps to build enhanced workplace interactions and connections between workers. Organizations plan for success using either fundamental or innovative strategies. They set goals and build teams to meet those goals. They hire visionary leaders who can see beyond current market trends and plan for a successful future. They create a structure to efficiently plan, collaborate, communicate, solve problems, and meet customer demands. They navigate change while either steadfastly maintaining a certain course of action or by pivoting to gain an edge over their competition or shaping the market with bold action. Organizations are complex, unique, and varied. They have similarities and differences we will investigate.

    What will be covered in this chapter

    ●The changing workplace

    ●The challenge of increased quality

    ●Characteristics of high-performance organizations including (high-performing teams, strategic planning, change readiness, knowledge skills and abilities, communication, high-performance leadership)

    ●Employee motivation and commitment

    ●Global organizational behavior

    ●Organizational behavior dimensions including (strategy and structure, obtaining management support, empowering and developing teams, seizing opportunities, remaining customer focused, influencing corporate culture, shared purpose and vision, coaching people, shaping the environment, agile leadership, leading through change, promoting the company’s vision)

    ●Leadership responsibilities

    ●Communication Impacts on Organizational Culture including (strategic alignment with employees, leadership behaviors to build the system, measuring performance through success with customers, continuous process improvement)

    ●Training and development

    ●Diversity and inclusion

    ●Globalization and leadership

    ●Global culture and communication

    1.1 The Changing Workplace

    Technological disruptions have hindered the work environments in numerous ways. They can be visually perceived in the augmented utilization of automation, robotics, and expert systems such as Human Capital Management (HCM), Enterprise Resource Planning (ERP), and computer-integrated manufacturing systems, which altered the way many products are manufactured today. Such changes influence not only production proficiency and product excellence but also the nature of jobs. Many businesses are replacing front-line supervisors with self-managing work teams who assume accountability for overall department operation as well as production planning, quality control, and even performance appraisals.

    These constant innovative and technological changes require business leaders to implement workplace transformations to adapt these technological disruptions while still developing their workforce. Managers can respond to the technological imperative while preserving and improving the human resources of the company. In terms of corporate resilience, striving to become more efficient is perhaps the biggest challenge for management Greater competition requires careful consideration of people, groups, and whole organizational structures.

    1.2 The Challenge of Increased Quality

    To stay ahead of competitive advantage and establish market competitiveness and other correlated factors such as cost-efficient operational efficiency, production and manufacturing efficiency, budget controls, learning and development investments. Total Quality Management is responsible for enhanced quality control of products and services that are constantly requested by customers. Total Quality Management is defined as the high-level efforts to monitor and improve quality of product and processes within a firm. As an example, automotive giant BMW is recognized for its high standards, quality, and service. Therefore, the competitive advantage for BMW is the superiority of its luxury cars.

    Principally, if organizations want to stay ahead of their competition, they must be dedicated to high quality products for their customers. One of the biggest challenges an organization faces is to encourage their employees to create a superior quality of products and services.

    Figure 1.1 Characteristics of a high-performance organization

    1.3 Employee Motivation and Commitment

    Adversarial relationships between leadership and employees that organizations accepted in the past are a major hurdle in the pursuit of industrial competitiveness. Organizations face situations where the average employee clearly sees no reason to increase output or improve the quality of current outputs whether an organization is unionized or not. The company’s reward system frequently restricts performance, rather than improving it. At other times, rewards encourage employees to increase quantity at the expense of quality. Furthermore, North American organizations often view their workforce as a variable expense and often cut jobs over short term operational or budget gains. As a result, the organization is lacking employee commitment. Rates of turnover and absenteeism are often unreasonably high, further eroding the efficiency and effectiveness of the performance.

    If businesses are to succeed in an increasingly turbulent environment, managers need to find better ways to create and motivate employees. The workforce of an organization is often its largest asset and failing to appropriately manage it results in a poor return on the organization’s investment.

    In the business world, organizations that manage the global complexity and interrelationships will accomplish high levels of organizational efficiency and competitive advantage compared to other organizations. Many global organizations are currently wrestling to meet the quality demands of the customers and as a result, companies are becoming more and more dynamic and competitive to adapt new mechanisms, tools to make their organizations more agile and flexible. This approach is helping organizations to strengthen economic initiatives globally. However, to achieve this effectiveness and flexibility within the organizations many companies are moving toward shared service models for functions such as product management, human resources, finance, supply chain, etc. These functions are centralized and serving different business units of the organizations. To align with the shared service models, the organizations employ Human resource business partners, finance business partners, product manager business partners in every business unit that interact with shared functions and yet support sales leaders of their respective business units.

    Global organizations and the international economy have been around for decades; however, today’s global and economic business activities pose different challenges for organizations. Developing global strategies and managing global and diverse cultures is the new norm for the managers. Business leaders are expected to have a motivational approach; a total rewards system that ties into employee growth, organizational design is customized for different work groups. Innovative approaches are required to serve the global market as opposed to the traditional markets.

    1.4 Global Organizational Behavior

    Business leaders of global companies must have local sensitivity with global knowledge and strategic skills to understand and serve local markets with global flavor. Few examples of global companies with local presence like McDonalds for U.S. Customers serve different flavors, while McDonalds in India and China have different local offerings, Proctor and Gamble’s detergent is customized for European markets due to the different make of the washing machines. These are just some of the examples of organizations serving local markets with global presence.

    This global dynamic adds more complexity to the culture of the organizations. Companies need to implement and manage cross-culture, cross-border groups. The need for global networks, systems, processes, compliance adds to the culture’s complexity. Companies should not ignore the cultural differences while developing a cross-cultural environment. Managers must learn to manage individual differences while organizing functions, business units, skills/tasks, etc. Communication skills are a key factor in globalization. Managers with global teams will need to be able to communicate with diverse culture teams, multilingual skills will be a plus.

    Global organizations have many complexities to work around from people, structure, processes, etc. However, there are some best practices that can mitigate some of the risks.

    Figure 1.2 Organizatsional Behavior Dimensions in Organizations

    1.5 Leadership Responsibilities

    The leadership team has the highest responsibilities in a high-performing organization. It is not just about getting work done within the team; on the contrary, the role is about the increasing demand to get innovative when managing remote teams with diverse cultures globally. The traditional style of leadership is less effective with the virtual organizations worldwide. While there are still full-time and regular employees in organizations, the companies are also reaching out to contractors and consultants for special projects. While technology is helping solve many operational issues, the managers are still struggling to find a common approach that works with different employee groups they work with.

    Leading organizations are becoming tougher than ever. On one side, we have many energetic, enthusiastic, capable workforces who are in different parts of the world with different time zones – while on the other hand, we have traditional managers who are yet to learn and apply new ideas to manage people. Fundamentally, the organization is composed of people and this is the basic reason why managers must have great knowledge on employee behaviors and underlying emotions to produce positive business results.

    1.6 Training

    Core elements of the organizational behavior are people, structure, technology and environment. Not only do managers need to hone their communication skills in a global environment, but there are some crucial factors of organizational behavior that must be considered. People are the most intrinsic element of an organizational social system. Companies are required to be highly innovative in their total reward systems due to the increased competitiveness across the job market. Global organizations like IBM, PricewaterhouseCoopers (PwC), etc., are already using virtual cross functional teams across their different functions. With the remote teams, challenge comes to maintain trust and build relationships among each other. Managing cross-functional teams requires training for the managers to educate them on managing these types of employee groups. The training should also focus on employees understanding their own cultural beliefs, different communication styles including verbal and non-verbal, different personalities, etc.

    1.7 Diversity and Inclusion

    One of the most important benefits of having a diverse workforce is the ability for businesses to make quality decisions. In a diverse environment, people and teams usually have different perspectives and opinions coming from different cultures and backgrounds. Particularly in diverse teams, people are more willing to consider alternate views and they tend to think outside the box while making decisions. An organization with a diverse workforce is more likely to create products and solutions that appeal to different ethnic, diverse, and broad customer base. PepsiCo was able to grow 8% revenue due to diverse marketing efforts back in 2004. They also increased the women and ethnic minority groups in management and other levels within the organization. Similarly, Harley-Davidson is pursuing diversification marketing efforts to reach a different customer base. To promote these efforts, the company is promoting diversity and inclusion at all levels in order to stay competitive.

    The new diversity mantra, in a global economy is more complicated than ever and is no longer about how many people we have in the teams, rather it is about how many diverse people we have in a team to reach higher quality decisions. Teams with the most diversity understand the needs of their client groups and customers better and companies earn the trust of their customers faster and better. Additionally, when diverse employees are treated equally and fairly, they tend to be motivated and satisfied. Whereas if the workforce is not treated fairly in a diverse organization, the company loses the credibility it had within the

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