Organizational Behavior

OrganizationalBehavior

Nameof student

Nameof professor

Sourcesof Pressure for Change and Stability

Pressureforchangeemanatesfrom without theorganizationwhiletheneedforstabilitycomesfrom within theorganization.I agreewith thisstatementon therationaleof theglobal changesthat impactdifferentlyon organizations.Thepressureto changecomesfrom thechangingbusinessenvironmentin which a venturehas nodirectcontrol.Theeventsarisingfrom thesealterationscannot be controlledby anyorganization.Thebestsolutionis to adaptto thechangesin orderto continuesurvivingI theindustry.Forexample,increasedcompletiondue to theentranceof newfirms into themarketis an environmental factor.Abusinesshas to changeits modeof productionto reducethecostsfortheitemsin themarket.Theeffortis a signof bowingdown to thepressure(Daft, 2013).

Ontheotherhand,theneedforstabilitydictateswhatneedsalterationin thebusiness.Stabilityinvolvesthebusiness’abilityto continuewith its operationswithout experiencingpronouncedandunexpectedfluctuations.Itbecomespossiblethrough hiringtherighttalent,acquiringtherelevantmachineryandproducinggoodsfitforthemarket.Sometimes,themanagementfindsitnecessaryto retrain peopleforthem to fitin their positions.Themethodsof productioncan becomeobsoletedue to changesin technology, anda businessventurehas to acquirenewmachinesin orderto increasetheoutput.Abusiness’stabilityis highlydependenton thequalityof themanaging body.An effectiveteamof managersis a threatto thesurvivalof theventurein a competitiveindustry.Theentrepreneurshaveto makefastandrelevantchangesandinstitutea goalorientedteamof professionals.

Discerningthe underlying cultural values in and organization

Inthecurrentworld,itis possibleforan outsiderto getdetailedinformationabout theplightf a companyconcerningits financialperformance,structure,andthefutureprospects.However,gettinginformationon theorganizational culturerequiresa lotof insightandcontact.An individualcannot discerntheculturalinclinationof employeesin an organizationwithout a closeobservation.To be ableto definetheorganizations’character,one has to familiarize himself with theemployees’behaviortowards eachother,thewaytheytalkto eachotherandthefirm’s bureaucracies.

Anoutsiderwith noexperiencein thecompanycan identifyup to 70% of an organization’sculture.Acloseanalysisof theobservableartifacts is themostcommonmethodwherethrough theuseof primaryandsecondarydata sources,individualsfindout as muchas theycan aboutdifferentcompanies(Alvesson, 2012). From suchanalysis,informationlike thetrending financialability,employmentopportunitiesandthebusiness’missionadvision.However,valuesin theorganizationlike employees`relationshipwith eachotherandthemanagementsupportgivento theemployeesare usuallyat thedisposalof theregulars. Aninsider understands thedresscodeandthelanguageusedin theorganization.Theother30% is a reserveforpeopleworkingin theorganization.Itis a commonthingto be obliviousof howa companyexecutestheunwrittenrulesas an outsiderevenafter payingthecompanya visit.Someissuesmay not findtheir wayto newfacesbefore thecultivationof trustorafter gettinginto thesystem.Adayinto theorganizationto studytheculturaltendencycannot yieldmorethan 70% of theknowledge(Daft, 2013).

Howmanagers apply evidence based management

Whenmakinga decision,managersusevariouspremisesto arriveat their conclusions.Thecommonmethodsusedto arriveat informeddecisionsincludeintuitionandtheavailabledata. Whenever there is notimeto reviewandanalyzedata, managersdepend on pastordeals to makeinformedchoices.Evidence-based decision-making involvesrelying on theavailableevidenceinformof bothqualitative andquantitative data. Itindicatesprevioustestingof thetoolsusedandan ascertainedoutcome.Itis thebestformof thedecision-making processin an organization.

Mostof thetimes,managersfindthemselves in situationsthat callforimpromptu resolutions.Thesituationscannot waitforthecombinationof severalheadsorreviewof data. In suchsituation,there is a likelihoodof theleadersarrivingat half-bakedsolutions.However,postmortems of suchsituationscan helpin improvingthequalityof futuree decisions.Ithelpsto discernwhatwentwrongafter theconclusionof a previousissue.In orderto makeevidence-based andinformeddecisions,managersshould be awareof their thoughtsandweaknesses.Relying on intuitiondue to panicoremotionscan be detrimentalespeciallyforthedecisionof greatinterestto thepublic.Whenthere is limitedforconsultingpreviousprocedures,managersinclineto theobjectivesof theorganizationto ensurethattheresolutionsare in linewith theoperationsof theventure.Theyshould alsobe openmindedto allowtheapplicationof a newsetof knowledgein theorganizationsas wellas challengingtheexistingproceduresthat donot provideviable solutions(Daft, 2013).

Thelikelihood of using political and rational models in decision making

Inthecurrentworld,managersfacedifferentsituationsthat are not necessarilysimilarto pastsituations.Rationaldecision-making processassumesthatmanagershaveall theinformationtheyneedin theprocessandhatall theprocedureare at their disposal.However,itis not a guarantee in thecurrentindustry.Managersnolongerenjoyaccessto factsandfavorablefuturepredictions.Theyare, therefore,morelikelyto usethepoliticalmethodof decision-making as opposeto therationalprocedure.Thepoliticalmethodinclinesto thepremisethatthere are somanyalternativesto evaluatesuchthatthemanagerslackan ample periodto evaluatethem allbefore makingthedecisions.Italsoassumesthatthedecisionmadeby themanagershavea limitationof their cognitive thinking.Theycannot makedecisionsthat are beyond their mentalcomprehension(Pettigrew, 2014).

Theimplicationsof thedecision-making findrootsin uncertaintydue to theconstantchangein environmentandlimitedevaluation of alternatives.Due to thedynamicnatureof theglobewith advancesin technology andtalents,uncertaintyin decision-making especiallyin thelong-term is a commonimplication.Themethodsusedto solvean issuemay becomeobsoletewith time.Also,due to theincreasedknowledge,thealternativesare toomanyto be exhausted.Thephenomenondrawsa lineandlocksout anyideaswithout thereachof decisionmakersduring aspecifictime(Pettigrew, 2014).

Inconclusion,to getan excellentgraspof an organization,a detailedstudyof its operationsis inevitable.Sometimes,covertstudiescan yieldtherequiredresults.Such a movewould layinsighton howmanagersarriveat decisionsandthemostcommonmodelof managementemployedin a particularventure.Thecurrentworldcomeswith a lotof changes,andthisrequiresthemanagersto be dynamicandopen-mindedto getridof obsoleteprocedures.

References

Alvesson,M. (2012). Understandingorganizational culture.Sage Publishers: New York.

Daft,R. (2013). Organizationtheory and design (11the edition).Cengage learning: New York.

Pettigrew,A. M. (2014). Thepolitics of organizational decision-making.Routledge: New York.