Essays on Strategic Implications of Organizational Behaviour for the Telecommunication Industry Coursework

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The paper "Strategic Implications of Organizational Behaviour for the Telecommunication Industry" is a great example of business coursework.   As modern and contemporary organizations and institutions respectively strive to remain unique, viable and relevant and seek to enhance their sustainable competitive advantage, developing and establishing a strong and a healthy culture is among the effective ways they can do so. By establishing an effective and productive organizational culture, they are able to attract and retain quality internal and external environments which are essential in effective and efficient satisfaction of the changing needs and demands of the customer and increasing the market share, vital in enhancing profitability. Organizational culture refers to a particular assortment of ideals, principles, traditions, customs, beliefs, attitudes, perceptions and norms that are shared and is the common factor linking a group of people or stakeholders in an organization that influences their conduct, their interactions with each other and their correlation with the external environment outside the firm (Martin & Fellenz, 2010).

Organizational culture defines a firm or the people that work in it and constitutes the psychological assumptions that facilitate interpretation and actions in a firm by establishing suitable organizational behaviour for different circumstances as described by (Knights & Willmott, 2006). Organizational culture initiates organizational behaviour.

Organizational behaviour entails the identification, comprehension, prediction and management of human conduct within the firm’ s environment as defined by (Martin & Fellenz, 2010). The organization behaviour of a firm is heavily influenced by the choices made by the top-level management on varied issues and the existing environment of the organization. Choices made include business strategic plans, organisational design and structure, methods and techniques of selecting and recruiting new personnel, methods of promotion and general conduct of management team in executing their mandate as highlighted by (Miner, 2007). Since organizational culture and organizational are interrelated and vital to the success of a firm, this report seeks to explicitly analyze the implications of organizational behaviour on the telecommunication industry. Strategic implications of organizational behaviour for the telecommunication industry The organizational behaviour existing in a successful organizational is partly owing to the existing culture.

More often than not, the organizational behaviour of the employees in a firm is greatly reliant on the conduct encouraged and promoted by the top-level management and the existing culture, since culture influences what type of behaviour is sustainable while behaviour supports the existing culture as noted by (Knights & Willmott, 2006). The telecommunication industry is a rapidly growing and advancing one, which plays a very significant role in the global economy, generating more than three trillion US dollars with expectations being that the service revenues within the industry will reach three trillion US dollars by 2013 (Madden, 2003).

The telecommunication industry encompasses activities and services of electronic systems for conveying messages through the telephones, internet, broadband, radio, cables, television and more recently transmission of voice and signals over wireless systems through fibre optic cables and mobile networks as indicated by (Madden, 2003). Just as in any other industry, the organization behaviour in the telecommunication industry is essential in ensuring the internal stakeholders are in sync and are able to effectively and efficiently produce technologically advanced products and services that meet the changing tastes, preferences, needs and expectations of the global consumer.

Since telecommunication industry is a highly competitive one, establishing a healthy and productive organizational culture and behaviour is imperative for improving performance, attracting a larger market share, enhancing the competitive edge and ensuring business sustainability as suggested by (Martin & Fellenz, 2010).

References

Black, R. J. (2003). Organizational culture: Creating the influence needed for strategic success. London: Universal-Publishers.

Bloisi, W., Cook, C.W. & Hunsaker, P.L. (2007). Management and organisational behaviour. New Jersey: McGraw-Hill Education.

Champoux, J. (2010). Organizational behaviour: Integrating individuals, groups, and organizations. New York: Taylor & Francis.

Griffin, R.W., & Moorhead, G. (2009). Organizational behaviour: Managing people and organizations. London: Cengage Learning.

Knights, D., & Willmott, H. (2006). Introducing organisational behaviour and management, 4th Ed. London: Cengage Learning EMEA.

Madden, G. (2003). World telecommunications markets. Sidney: Edward Elgar Publishing.

Martin, J., & Fellenz, M. (2010). Organisational behaviour and management. London: Cengage Learning EMEA.

Miner, J. (2007). Organisational behaviour: From theory to practice. New York: M.E. Sharpe.

Nelson, D.L., & Qucik, J.C. (2007). Understanding organizational behaviour. London: Cengage Learning EMEA.

Srivastava, S.K. (2005). Organizational behaviour and management. Singapore: Sarup & Sons.

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