Organizational Behavior


Every agency has a manager who presides over decisions to enhance its performance. Some of the significant management roles include planning, organizing, leading, and controlling. On planning, managers define organizational goals, determine appropriate corporate strategies, and develop plans to coordinate activities. Besides, they monitor employee activities to guarantee that an organization accomplishes its mission within a reasonable time frame (Latham & Erez, 2016). Due to the influence of employees in determining organizational success, managers perceive leadership as one of the most critical roles in an agency. They have the responsibilities to monitor, motivate, and direct employees. Subsequently, leaders should have a good understanding of organizational behavior to optimize workforce reliability.

In this context, an organization refers to a team of people working together to accomplish common goals. To achieve these goals, an agency requires employee inputs either at the individual level or as a group. Organizational behavior refers to the systematic study and application of knowledge concerning how people act within corporate settings (Robbins & Judge, 2013). Although organizational behavior mostly refers to an individual’s behavior in the workplace, the topic should include the conduct of individual employees without necessarily involving the organization itself. Equally, a person may study an organization itself without involving the influence of the workers. Nevertheless, an individual should examine both pieces of the issue to understand the whole.

Fig 1.1. The figure illustrates factors that influence human behavior in organiations (Latham & Erez, 2016).

It is essential to understand that a member of an organization does not work without influence, as the environment surrounding the structure may affect his/her performance. Every member of a team has unique characteristics, which the organization leaders must consider when assigning team roles (Latham & Erez, 2016). Due to the complexities involved in organizational behavior management, experts have come up with theories to help managers in maneuvering challenges that emerge in the field. Some of the approaches towards organizational behavior include the following:

Human Resources Approach

Human resources deal with the employment and development of an individual members regarding creativity and competency. Personnel in charge of human resources must address these issues because employees play a crucial role in organizational success. The approach is critical to assist employees in developing to responsible members of an organization. For example, a human resource manager should develop a training program to optimize the relevance of employees in an organization (Robbins & Judge, 2013). Besides, a training program allows employees to create a climate that encourages and motivates them to work. At times, people refer human resources approach as a supportive strategy because a manager changes his/her role from controlling employees to enhancing the quality of their professional lives.

Contingency Strategy

A contingency approach relates the idea that every situation requires different behavioral practices for an organization to address presenting concerns. For this reason, a human resources manager should invent new ways of resolving organizational problems rather than depend on traditional models. Nevertheless, a manager should examine every problem keenly to assess the potential of the planned measures in improving the situation. The benefit of contingency approach is that that it provides managers with adequate time to investigate a case before implementing a decision. Besides, managers who consider contingency approaches often exploit current information about the concerned field before planning for potential problem remedies. In so doing, they improve organizations’ opportunity to run their tasks smoothly.

Productivity Approach

Regarding productivity approach, human resource managers tend to compare investments that an organization makes on employees with their benefits to the organization. Mostly, human resource managers measure both the input and output of an individual in terms of financial resources (Miner, 2015). An employee becomes useful to a team whenever his/her output increases despite a constant input value. Managers utilize motivational theories to boost employee productivity and efficiency.

Systems Approach

In this case, managers perceive a system as an interrelated part of an agency that links all entities of interest to the organization. Besides, these parties must act as a whole to fulfil the mission of the concerned society (Wagner III & Hollenbeck, 2014). An organization’s structure provides for the coordination of various tasks that are vital to expansion of every organization. Moreover, the system perspective of organizational behavior focuses on the interactions within a firm and the broader environments that may include economic, cultural, social, and political context, in which a company operates. Importantly, organizations depend on their environments as sources of human labor, money, and raw materials.

Emerging Trends in Organizational Behavior

Customized Employee Experience

The dynamism of work environments require organizational managers to lay down measures necessary to cater to the new environmental demands. One of the emerging trends relates to customizing employee experiences at the workplace. Organizations are encouraging policies that aim to treat employees according to their preferred lifestyle and ambitions (Luthans F., Luthans, B, & Luthans, K, 2015). Subsequently, lifestyle recognition, self-expression, and ethics have gained priority over employee pay and promotion. For this reason, every human resource manager should acknowledge the key drivers of employee engagement to survive in respective industries.

Shift in the Perception of Future Workforce

Presently, work environments are changing as a result of changes in technological advancements, demographics, and economics. The future workforce will be highly diverse, and employees would stay longer in their professions (Miner, 2015). Experts in the field anticipate a multicultural workforce in future agencies due to increasing demographic diversity. Improved economies have resulted in shifts towards service jobs while some organizations have become highly flexible due to the emerging technologies that allow employees to work remotely. These changes present both opportunities and challenges in organizational behavior management.


Work ethics is one of the trends shaping organizational behavior. Most of the organizations have adopted a code of ethics for both the employees and administration officials. Codes of ethics determine how employees should conduct themselves in different work situations. The movement has critical implications for organizational leaders. They should have abilities to distinguish ethical from unethical conducts (Latham & Erez, 2016). Organizations that portray ethical behavior in the workplace may have a competitive leverage over firms with poorly implemented code of ethics. Other trends concern the globalization strategies, employee engagement, and the role of information technology in organizational behavior.

Organizational behavior is one of the vital concepts that focus on employee behavior within an organization. Human resource managers should have a good understanding of organizational behavior so that they align employees with organizational goals. They should create a conducive work environment to allow the development of employee at a professional level. Notably, managers should keep updated on the trends that shape employee behavior and performance. Information about employee needs would be beneficial to organizations with intentions to build employee loyalty.