The paper "Explaining Authority Based Behavior" is a wonderful example of a report on management. Managers have the big task of leading other employees in working toward the achievement of goals and objectives of an Organization (Axelrod, 1984) However, the immediate question arising and which is to be addressed by this paper is whether the managers act in the interest of the Organization or behave the way they do for other reasons. This paper is going to argue that managers though expected to act in the interest of the Organization, behave the way they do because of many underlying factors hence they may not necessarily always act in the best interest of the Organization.
For instance, given that managers are human beings, it is natural that their interests may conflict with those of the common good hence causing them to act contrary to the general expectation. Conflict of interest, cultural values, and behavioral ethics among other internal and external environmental factors will influence managers’ behavior (Simon, 1995). In circumstances where individual interests clash with those of the Organization, it calls for specific personal qualities such as a strong ethical standing, and personal commitment to Organizational values and culture for the manager to reconcile themselves to reality and change the course of decision/action or otherwise (Bazerman, 1986).
Perhaps this is the drawing line between a “ leader” and a “ manager” . The typical manager will in such circumstances impose decisions to the workers below him because after all, he is the boss, and therefore the others should do as they say. But the leader will listen to others’ opinions and try to find a common ground of reasoning (Bazerman, 1994).
This goes a long way in explaining who can be a transformational leader because it comprises of necessities for managerial competencies and skills that are important for a leader to be able to recognize the humanity and effectively coordinate individual behavior in a specified direction for a common purpose achievement (Coleman, 1990). But human behavior is not the same. This is the common starting point. Just how human behavior can be directed to act and work in harmony or the failure of it determines if the manager will act in the interest of the Organization or not (Abercrombie, 1960).
This may also be referred to as Organizational behavior management since it involves the prediction, understanding, and control of individual/group behavior. For managers to act in a particular manner, their behavior must have been triggered by some need or force (Cyert, 1963). This driving force/need may not always be the Organization’ s interest. The driving force may be as a result of the perception of the manager in question and the perception may not thus be generalized as collective or representative.
Alternatively, the Organizational culture and identity may be the driving force for the managers’ behavior. Having said that, it is also necessary to point out that organizational behavior can be explained through behavioral science approaches i. e. psychology, sociology, and anthropology. All these three approaches aim at the understanding of personality, perception, attitudes, and motivation of individuals since these facets are important in shaping individual behavior and consequently group relations in any given society (Coleman, 1990).
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