The paper "Importance of Organizational Behaviour " is a great example of business coursework. Organizational Behaviour involves the application of knowledge on how people and groups interact with one another in an organization. It comprises different aspects like psychology, sociology, management and communication. Organization behaviour is used in interpreting people’ s relationship relative to the whole person, group, organization and social system. The aim of organizational behaviour is to ensure that, there is a better relationship in an institution in order organization, human and social objectives. This paper elucidates a problem in an organization and methods that can be used to curb such scenarios.
The problem that is discussed in this paper is departmental loyalty. Introduction Departmental loyalty is an impending problem in different organization. As noted by Newstom & Davis, (2002), there is a danger of creating different departments in an organization because of “ us versus them” notion and mentality between two different groups. There may be a conflict between sales departments with accounting department because; new customers may fail to be approved for credit facilities. Logistics department may conflict with the manufacturing department if the production of a good is not fast enough to meet the shipping requirement.
Different departments may compete with each other. Some of them feel that their work is more important than those of other departments. This can lead to break up of communication between different departments leading to low productivity. Apparently, organization strategy and marketing department were at conflict with the technical and implementation department relative to the nature in which employees conducted their duties. There was an issue of the blame of game, with every department blaming the other on inefficiency causing the organization activities to rag behind.
Marketing and strategy department staffs who specialize in generating ideas for the organization and ultimately affecting the product development cycle felt that when they present a viable idea to be implemented, then technical and implementation department had to go ahead with implementation without a say. According to marketing and strategy department, the research they had conducted was enough to determine the need and desires of their customers. Moreover, they were in the opinion that they had conducted a thorough feasibility study to ensure that their ideas could be implemented in their original form without any modification.
After approving their ideas they forwarded it to technical and implementation department. Technical and implementation department staff felt that since they were mandated with the responsibility of implementing different ideas, it was prudent for strategy and marketing department to leave them to decide whether the idea presented to them could be implemented. They argued that they were in a better position to determine this than their colleagues in the strategy and marketing department. If there was a possibility of an idea being implemented, then they would go ahead with the implementation process.
If the idea could not be implemented in its original form, they could make the modification that they see fit, and if the idea could not be implemented at all, then they would reject it wholesomely. This was because, even though some of the ideas presented are very brilliant in their face value, some of them are not viable, impossible to implement or very costly to the company than what they are expected to generate after implementation.
In this document the problem presented can be resolved by following the under mentioned organizational behaviour schedule;
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