Organization Behavior “Debate whether an understanding of emotions in the workplace is necessary to the study of organizational behavior”. IntroductionConceptually, the term organization behavior is used to refer to a systematic, observable and habitual way in which employees in an organization act and react in their most natural selves. It refers to how employees interact with each other, with superiors and juniors, with customers, with the society in which they operate in and with all the other publics of that organization. As Ashkanasy & Zerbe (2000) says, to attain an understanding of organization behavior in its true colors, it is important that we evaluate what determines, builds, influences and indicates particular organization behaviors.
For instance, and for the purposes of this paper, employee emotions when at the place of work can be very influential to the organization’s behavior. Establishing whether the employee workplace emotions are relevant in determining the organization behavior is the central mandate of this paper. To arrive at a conclusive discussion, the paper begins by introducing organization behavior as a practical (not theoretical) concept in the work place. The practical indicators of organization behavior are exemplified in brief.
The paper also endeavors to establish some elements of organization behavior and modes or studying such a behavior. After a thorough understanding of organization behavior, the paper then evaluates the conception of work place emotions in a scholarly approach. The objective here is to see whether the emotions exhibited by employees are in any way relevant to the organization behavior characteristic of any establishment. As the paper details, emotions are the major determinant factor in organization (Morris & Feldman, 1997 p. 17).
Thesis StatementIn studying organization behavior, emotions are a significant element of analysis since, the diverse range of emotions exhibited by employees in a workplace influence how they act on a daily basis and ultimately translates to the consistent organization behavior of the firm at large. Relevant Contemporary ConceptsThe study of organization behavior only emerged as a distinct field in the 1950’s and only as a subset of the organization theory. Since then, scholarly attempts have been made to integrate the distinct perspectives of human behavior and management in such a way as creates an understanding of what underlies behavioral dynamics of organizations.
Ashkanasy & Zerbe (2000) point out that emergent theories have gone as far as considering the implications of objective management of employee emotions in a bid to establish a desired organization behavior. Managers are increasingly gaining awareness of how employee emotions can be aroused, used, suppressed and avoided in particular scenarios with organizations. Briner & Kiefer (2005) notes that front office staff and sales representatives are the primal indicators of organization behavior to the outside world.
Managing their emotions have been found by most scholars to be relevant in attaining a particular organization behavior as depicted to the external publics of an organization, whether fake or genuine. The process of managing emotions effectively while at the place of work has been given the name Emotional Intelligence (EI). EI is today deemed an important tool in building the employee competency not only to improve relationships at the work place but also to streamline and improve productivity (Ashkanasy & Daus p. 78-86).