Organization Behavior

OrganizationBehavior

OrganizationBehavior

Organizationsare combinations of various elements which include people, technologyand the external environment in which the organization operates.Organizations rely on qualified people to design and implementtechniques so as get desirable results. Whereas the behavior oftechnology can be predetermined, human behavior is ratherunpredictable since it arises from people’s value systems. Effortsof understanding human behavior have lead to establishment of aframework of behavioral science, management and other disciplines butthis has only managed to partially understand human behavior(French,2011).

Inthe current competitive economy, the managers are challenged with theneed to strengthen the operational efficiencies and competitiveadvantage of organizations. Competitive advantage can be achieved bydeploying the technological resources effectively to the execution ofthe strategic objectives, an initiative that heavily relies on themotivation of the workforces. Therefore, enhancing the management ofhuman forces that are in constant play in organizations is of greatimportance. Organization behavior is a field of study thatinvestigates the impact that individual groups have on behaviorwithin the organization. This paper will be based on organizationbehavior in FUGRO DCN Global LLC.

FUGRODCN Global LLC is a company that is based in Abu Dhabi, Dubai. It isthe market leader in the Middle East in the field of offshore surveyand positioning and provides services to a wide range of clientsthroughout the Middle East, Caspian, East Africa and India usingrecent technologies. Their services include engineering designsupport and large structure building projects. Their main objectiveis risk management especially on major investments decisions. Thepaper is based on the interview conducted with Ms. Fouziya Arshad, ahuman resource officer at FUGRO DCN Global LLC. It may beacknowledged that at examination organizational behavior would dwellon varied aspects as outlined in the sections below.

Motivationand Reward System:

Asdiscussed earlier, the success of an organization depends onemployee’s motivation. It is therefore necessary for anorganization to research on the aspects that motivate their employeesincluding establishing the best mix of the reward system in order togain best results (Armstrong, 2002). Reward is the benefit that anemployee receives from performing a task, rendering a service ordischarging a responsibility. Job pay is the most significant form ofreward as it sets the most acceptable common value for the employee’swork contribution. The reward system will be effective if it isdesigned to fulfill the employee’s needs at every level ofmanagement (Armstrong, 2002). According to the content theories ofmotivation, different employees have different needs which mayinclude physiological needs, safety needs, social needs, esteem needsand self- actualization needs. The needs are hierarchical andconditional such that the lower order needs have to be achievedbefore the high order needs, with self actualization being thehighest. The managers therefore must understand the needs of theemployees at every level and ensure that the reward systemcompensates their needs.

Whereasthere are various forms of rewards, Job pay is the most significantform of reward as it sets the most acceptable common value for theemployee’s work contribution. Job pay can result to a powerfuldemotivator especially if employees are not satisfied with theircurrent pay hence it will be difficult for organizations offeringunfavorable job pays to retain key employees. Other forms of rewardare the bonuses, pension schemes, health insurance, and car benefit.Flexible spending accounts, subsidized meals and share entitlementoption. The FUGRO DCN Global LLC reward system is designed to takecare of individual skills that are applicable to the organization andthe employee’s wealth of experience. It has incorporated bothskilled-based pay (to encourage employees to keep on acquiring moreskills) and the performance related pay (which is used to determinethe departmental monetary bonuses for a job well done).

Employeeperformance and Evaluation Systems

Performanceevaluations are known to generate anxiety among the employees.However, they can bring out valuable results to the organizations ifthey are conducted in the right manner. The performance evaluationshould not be a one day affair but a continuous process aimed atimproving the organizations productivity. This can be achieved byproviding opportunities for a two way interactions between themanagers and the employees. Efficient communication within anorganization is an important tool in improving the organization’sproductivity. The communication should not only focus on the managersfeedback on how the employee is performing, but also a feedback fromthe employees on the factors inhibiting their ability to successivelyperform for the organization(French, 2011). Performance evaluationsystems can also be used to identify key factors such as need fortraining, machine maintenance and performance tools. Effectivecommunication allows timely management f obstacles that the employeeshave to overcome. FUGRO DCN Global LLC, have incorporated a 360degree feedback in their performance evaluation. This method gives abalanced and unbiased feedback for the employees. It enables theorganization to get feedback from the employee on his performance,feedback from the employee subordinates, supervisors and the peers.According to Ms Fouziya, performance appraisals are based on thetargets set annually and the results are directly linked to theannual increments.

ManagingDiverse Workforce.

Theeffective management of the ever changing workforce is critical toall organizations. If the diverse workforce is not effectivelymanaged, it may lead to decrease in productivity, high employeeturnover, lawsuits, loss of talent to competitors. Organizations aretherefore advised to implement diversity training in their strategicplan. The training is aimed at improving diversity awareness whichinvolves accepting diversity as a management and strategic planninggoal, assess diversity concerns, develop action plans to addressdiversity concerns and provide necessary reinforcement andaccountability in diversity areas(Mor- Barak, 2014).

Diversitymanagement also involves change management. Whereas institutionalchange is necessary to keep the organization up to date with themarket requirements, it may bring about different reactions from theemployees leading to disagreements and reduced motivation (Parton &ampMc Calman, 2008). Incorporating the employees in change managementwill work for the benefit of the organization. Additional trainingmay also be required where the changes have necessitated acquiringextra skills. Ms Fouziya highlighted a step by step approach thatthe FUGRO DCN Global LLC organization has adopted to ensure thatchange is managed properly. She also emphasized on the importance ofconducting exit interviews in case of voluntary employee turnover, asthe organization use the information obtained from the exitinterviews to better improve its operations.

StressManagement

Stresshas become the most common cause of sick leaves in the organizationsleading to reduced productivity. As such, it is in the economicinterest of the organizations to prevent stress as it may lead tohigh staff turnover resulting to costs and expenditures, associatedwith recruiting and replacing employees, increased sickness absenceand early retirement, increased stress on those employees still atwork due to increase in work pressures, increased rate of accidentsand reduced client satisfaction. The negative effects of stress aredetrimental to both the organization performance and the quality oflife of the individual employee (Martin, 2001). The organizationshould therefore, adopt stress management strategies in order tomanage stress levels among the employees. However, many organizationsblame the victim of stress instead of the causes of stress especiallywhere stress has originated from work pressures. Good employmentpractice includes the assessment of stress and its causal factors soas to determine the best remedial approach. It may also involvedealing with stress factors that are intrinsic to job workenvironment such as long working hours, work overload, complex taskswith minimum help from the peers, poor work environment, jobinsecurity and under-promotion. According to Miss Fouziya, stress isuniversal in the life each and every employees including theexecutive managers. Stress translates to lost workdays affectingperformance and goals achievement. It is therefore critical fororganizations to incorporate stress identification and managementstrategies in their strategic plan.

ParticipativeManagement

Participativemanagement is the process of empowering employees to participate indecision making. It is a system that encourages decision making frompeople who are hierarchically unequal with major focus on improvedwork practices, increased innovations, improved productivity andorganizational performance. Studies argue that organizations thatinvolve their employees in decision making are more likely to attracta high level of commitment and loyalty from the employees. Also, suchorganizations experience minimal employee turnover during theireconomic downtime (Plunkett &amp Fournier, 1991). Participativemanagement leads to overall increase in ownership of organizationalgoals and targets by the employees since they were involved insetting them. This in turn results in increased efficiencies,increased productivity, improved morale and job satisfaction. Participative management nurtures a culture of openness to new ideasconsequently leads to innovations. Such innovations may lead toimproved efficiency thus reducing the operation costs and as such,boosting organizations profitability. Whereas participativemanagement is beneficial to organizations, it is difficult toimplement especially in highly bureaucratic organizations (Martin,2001). Adoption of such approach will call for change inorganizational culture. Similarly, participative management is acritical element of total quality management. Managers believes thatit takes place in a moderate pace and it is nurtured in organizationswith great focus on coaching their employees, supportive leadershipstyle, effective delegation, employee involvement and empowerment. Itis therefore important for organization to ensure that theyincorporate supportive leadership style, employee empowerment anddevelopment in order to achieve optimum levels of productivity(French,2011).

Inconclusion, there are many challenges that face the managers in theirday to day lives. These challenges are associated with the aspects ofhuman behavior which include how to manage workforce diversity, howto empower people, how to stimulate innovations, improving qualityand productivity, stress management and employee performanceevaluation. The challenges can be addressed by proper understandingof the organizational behavior and its concepts thus enhancingoverall effectiveness of individuals, groups and organization.

References

Armstrong,M. (2002).&nbspEmployeereward.London: Chartered Inst. of Personnel and Development

French,R. (2011).&nbspOrganizationalbehaviour.Hoboken, N.J: Wiley.

Martin,J. (2001).&nbspOrganizationalbehaviour.London [u.a.: Thomson Learning.

Mor-Barak,M. E. (2014).&nbspManagingdiversity: Toward a globally inclusive workplace.

Paton,R. A., &amp McCalman, J. (2008).&nbspChangeManagement: A Guide to Effective Implementation.London: Sage Publications.

Plunkett,L. C., &amp Fournier, R. O. (1991).&nbspHigh-involvementparticipative management: Implementing empowerment.New York: J. Wiley

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