The paper “ Positive Organizational Behaviour” is a pathetic version of an essay on human resources. Organizational behaviour is the study of what people feel, think and do within organizations. Organizational behaviour management is therefore focused on what people do, why they do it and applying intervention strategy to improve what people do. This is particularly important since an organization can be defined as the people who work together to achieve the set goals and objectives. Behaviour is influenced by the system in which it occurs and can contribute to a couple of organizational errors while some change in behaviour can prevent some errors.
The primary job of management is to ensure that an organization runs effectively. This entails understanding an individual or a group of individuals which can be quite complex to comprehend. The success of an organization is also determined by the mind-boggling management of the complex social dynamics within it. Despite its complexity, organizational behaviour must be effectively managed to ensure that an organization gets that competitive edge over its industry competitors. This task entails understanding individual behaviour patterns and group patterns in order to understand the behavioural responses that will be evoked by the different managerial actions, and using this understanding to effectively control the organization.
One of the tools that can be used to unravel these paradoxes and mysteries of social dynamics within an organization is the conceptual model (French & Holden, 2012). Such models are used as roadmaps and indicators to point out the most important factors within an organization and how they relate in order to make sense of organizational behaviour. These models function by collecting information about a problem, interpreting the information and formation of action plans. The roles of the managers in an organization are to regulate the productive activities of employees within an organization and control the use of resources towards the attainment of organizational goals.
The managers are therefore an integral part of all the activities that take place within an organization towards the achievement of its objectives. Managers utilize and organize organizational resources in such a way so as to attain optimum results. Therefore without their leadership and guidance, the production resources would never be anything more than just mere resources.
The management also effectively integrates scarce resources such as money, manpower, machines and time, effectively in the production process to be able to get the most out of them. These roles of management are common to all organizations some of which are; business organizations, business organizations and schools just to mention a few. Management affects the economic growth of a nation because when they are effective, it leads to an increase and expansion of the production of services and goods.
Other roles of management are to ensure the happiness and prosperity of employees, control and supervise the performance of these employees, motivate them, and create policies and procedures to guide these employees in their functioning. Below we highlight and analyse some of the common theories or models that define and shape behaviour and functioning of management (Cable & Judge, 2003). In system theory of analysing organizational behaviour, the most critical system characteristics are; internal interdependence, capacity for feedback, equilibrium, and adaptation. In this theory, management is defined as an organ which is defined through its functions.
For internal interdependence, changes in one component of an organization affect the other components since they are all interconnected. For instance, employee skills and attitudes affect the quality and speed of the output of an organization. Capacity for feedback refers to how the management can use the information to control the system for instance by correcting errors, solving conflicts and improving employee prosperity. If the management receives intelligence that the quality of their products is deteriorating, this information will be used to re-analyse the system and identify the factors that contribute to such a problem.
This feedback will guide the management on where they need to lay emphasis with regards to carrying out their roles. Equilibrium refers to how the system is able to self-correct when an event knocks it off balance. For instance, when one group of an organization abruptly increases its performance, this will knock the system off balance because this group will strain other groups who supply them with information, materials and other services. These other groups will feel the pressure of work in progress pilling up and also if the over-performing group is given incentives for their work by management, the other groups might feel discriminated against.
Measures that can be taken by management in such a situation include changing the system to work at the pace of the over-performing group or modifying this group to get back in line with the production levels. Management, therefore, needs to be dynamic in performing their functions by adopting new products and techniques as per the market demand (Boiral & Paillé , 2012).