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Organization Behavior emerged as a distinct field around 1940’s. However its origin can
be traced much further back in time Plato, a Greek philosopher wrote first time about
equity in working environment.
The writings of the 16th century, Italian philosopher Niccolo Machiavelli laid the base for
contemporary work on Organizational Power & Politics. In 1776 Adam Smith, the father
of the Modern Management promoted a new form of Organizational Structure based on
the Labor Division. After about hundred years a renowned German sociologist Max
Waber wrote about Rational Organizations & took initiative discussion of fascinating
leadership.
An organizations mission statement may be different from its true goals. Also they
question the assumption that all Organizational members believe in the same goals.
These points are supposing apparently true, but imagine an Organization without
goals; it would consist of a mass of people wandering any around aimlessly without any
logic of direction.
Levels of analysis
There are generally 3 (three) levels of analysis in Organizational Behavior. Such as :
1) Individual Process
2) Team Process
3) Organizational Process
Motivation
As managers, we are interested in productivity. Therefore, we are interested in
knowing how to improve the productivity of our employees. This productivity is a
human behavior and, as such, is influenced by a number of factors.
A generalized model of motivation posits a set of innate drives and felt needs for each
employee. The employee brings these drives and needs to the workplace and they
influence the employee's workplace behavior and productivity. These drive and needs
create a tension within the employee if left unsatisfied. This tension may be both
physical (manifested through the symptoms of stress) and psychological. The employee
thus engages in whatever behaviors are necessary to reduce this tension. If the
behavior undertaken is appropriate, it may be assumed that the tension is reduced and
that tension-reducing behaviors are ceased.
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Two newly emerging approaches to employee motivation are goal-setting theory and
the Japanese approach. Managers often adopt behavior modification, modified
workweeks, work redesign, and participation programs to enhance motivation.
Organizational reward systems are the primary mechanisms managers have for
managing motivation. Properly designed systems can improve attitudes, motivation,
and behaviors.
Effective reward systems must provide sufficient rewards on an equitable basis at the
individual level. Contemporary reward systems include merit systems and various kinds
of incentive systems.
The trait approach to leadership assumed that some basic trait or set of traits
differentiated leaders from nonreaders. The leadership-behavior approach to leadership
assumed that the behavior of effective leaders was somehow different from the
behavior of nonreaders. Research at the University of Michigan and Ohio State
identified two basic forms of leadership behavior-one concentrating on work and
performance and the other concentrating on employee welfare and support. The
Managerial Grid attempts to train managers to exhibit high levels of both forms of
behavior.
Although there are four separate models, almost no organization operates exclusively in
one. There will usually be a predominate one, with one or more areas over-lapping in
the other models.
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The first model, autocratic, had its roots in the industrial revolution. The managers of
this type of organization operate out of McGregor's Theory X. The next three models
begin to build on McGregor's Theory Y. They have each evolved over a period of time
and there is no one "best" model. The collegial model should not be thought as the last
or best model, but the beginning of a new model or paradigm.
Individualization in Organization
A social system is a complex set of human relationships interacting in many ways.
Within an organization, the social system includes all the people in it and their
relationships to each other and to the outside world. The behavior of one member can
have an impact, either directly or indirectly, on the behavior of others. Also, the social
system does not have boundaries...it exchanges goods, ideas, culture, etc. with the
environment around it.
This can become quite a balancing act. Individualism favors individual rights, loosely
knit social networks, self respect, and personal rewards and careers. It becomes look
out for number 1! Socialization or collectivism favors the group, harmony, and asks
"What is best for the organization?" Organizations need people to challenge, question,
and experiment while still maintaining the culture that binds them into a social system
Conclusions
This paper reviews previous research on organizations and IT, value chain analysis and
business process and points out that the existing studies do not provide adequate
understanding and guidance towards virtual organization and its design. As a result, a
new organizational model that consists of five variables: people, business processes,
technology, connectivity and boundary were presented. The model depicts process
relationships within the organization and provides a framework for overall
organizational design that may include relationships among different design variables
and external relationships with organizational environment.
The paper made an attempt to define virtual organizations a type of organizations that
are formed through business processes, people and technology with high degree of
connectivity and levels of boundary.
In addition, the new organizational model provides guidance for identifying information
technology applications that are intricately linked with business processes such as inter-
organizational systems, and suggests a guideline for designing virtual organizations and
transforming existing organizations in the context of knowledge-based business
practice.
No matter whether we are building virtual organizations or not, we can not afford not
to see the closely intertwined organizational design with information technology and
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the virtual aspect of doing business within market space. Forward looking
organizational designers should consider the possibilities and challenges brought upon
by ever changing information technology in the design or re-design of their
organizations.
This assignment was made possible with the generous support of the
following(s) WebPages.
http://www.mainstreet.org/content.aspx?page=3329§ion=2
http://www.geocities.com/Athens/forum/1650/htmlobtoc02.html
http://www.geocities.com/Athens/forum/1650/htmlmotivation1.html