Organizational Behavior: Managing People and Organizations - Environmental Factors and Managerial Perspectives
Overview
This paper summarizes key concepts from Griffin et al. (2017) on organizational behavior management, focusing on how managers can understand and influence human behavior in organizational settings. It examines five critical environmental factors—globalization, diversity, technology, ethics, and corporate governance—and their impact on modern employment relationships and organizational success.
What this coursework covers
- Definition and importance of organizational behavior from a managerial perspective
- Five critical environmental factors affecting business: globalization, diversity, technology, ethics, and corporate governance
- Management functions and managerial skills required for effective leadership
- The role of diversity as a source of innovation and competitive advantage
- New employment relationship trends and knowledge worker management
Preview
Name:
Tutor:
Course:
Date:
Summary of Background and Facts
Organizational Behavior: Managing People and Organizations by Griffin et al. (2017) covers organizational behavior (OB) from a managerial perspective in the first chapter, as well as the five critical environmental factors of business (globalization, diversity, technology, ethics, and corporate governance, along with new employment relationships) in the second chapter. The field of OB tries to apprehend human behavior in organizational environments, the individual-organization interface, and the organization itself.
Understanding how people behave in organizational settings and why they act the way they do is critical to becoming a better employee and manager. OB must develop a motivated, engaged, and committed workforce, improve bottom lines; gaining a competitive advantage; augmenting hiring practices, and cultivate strong leadership and direction from a managerial perspective. The management functions in OB are planning, organizing, leading, and controlling, while the critical managerial skills required include technical, interpersonal, conceptual, and diagnostic competencies.
Diversity in all forms (surface-level, deep-level, separation, variety, and disparity) is a critical source of innovation, creativity, and competitive advantage. Organizations must therefore strive towards cultivating an inclusive atmosphere by controlling barriers to cultural diversity in the workplace. For organizations to realize the benefits of globalization (growth into international markets, more significant production costs, larger talent pool, etc.), they must learn to navigate the different cultural attitudes and behaviors across countries.
Hofstede's categories are a useful tool for understanding the primary dimensions and differences between cultures. Technology has revolutionized how businesses create both physical goods and intangible services.