Organizational Behavior

1.1 Planning

Planning is about to set up goals for organization and think about the strategy how to achieve those goals. Managers also need to think different approaches and plan how to coordinate everything. (Robbins & Judge 2016, 44.)

1.2 Organizing

When the plan is accomplished, manager need to organize how the chosen strategy will be done. This means that manager need to think, who is doing different task and where/how employees need to report and in what time. (Robbins & Judge 2016, 44.)

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1.3 Leading Managers

lead and help people to follow the chosen strategy within the organization. Managers need to motivate and direct people to the right direction and resolve possible conflicts. (Robbins & Judge 2016, 44.) As a Sales Manager, Samantha’s need to do many different roles.

2.1 Interpersonal

According to Minztberg’s Roles, Interpersonal roles includes Figurehead, Leader and Liaison. As a Figurehead, Samantha’s need to be interpersonal type and for example, she has social and legal responsibilities. When Samantha is motivating and directing people, she is performing as a leader. Liaison role is to keep up good relations to contacts outside her own organization to get information. (Robbins & Judge 2016, 45-46.)

2.2 Informational

Informational roles include the following: Monitor, Disseminator and Spokesperson. (Robbins & Judge 2016, 46.) Doing Monitor role, Samantha will get information from inside and outside the organization. Samantha will get the news related to the bank industry and her own organization, follow trends and seek out what is going on in the world and especially in world economics. Disseminator role is to give information to others within the organization and as a Spokesperson, Samantha will be the channel to share information to outsiders of organization. (Robbins & Judge 2016, 46.)

2.3 Decisional

This subtitle includes four roles: Entrepreneur, Disturbance handler, Resource allocator and Negotiator. When performing Entrepreneurial role, Samantha will start new projects to enhance the organization performance. As Disturbance handler Samantha will handle unpredictable actions and problems. When there are big decisions to make, Samantha will be Resource allocator. As a Sales Manager, Samantha will be performing as negotiator inside and outside the organization to enhance her own unit. (Robbins & Judge 2016, 46.) Liaison role is about to keep up good relations outside Manager’s own unit to get information inside and outside the company. Manager’s need to be Spokespersons to represent their own organization and share the information outside the company. Every manager needs to be Entrepreneur, which means that they must take new projects to enhance and improve the performance of their own unit and organization for the better results. (Robbins & Judge 2016, 45-46.) It is important, because studying intuition helps to understand employee’s behavior within organization. By studying intuition, we can read and understand people much better although it is very hard. If every decision is based on intuition it may give a lot of wrong information. Other hand, if we try to make decision based always on facts, it may also give misleading results. That is why, it is important to compare the things happened and understand to separate intuition and facts. (Robbins & Judge 2016, 49.) Three key elements in the definition of motivation are intensity, direction and persistence. Intensity means that how much effort employee will put into the task to get it done and by directing the employee’s effort to the right way will get the best out for the organization or given assignment. Persistence means, that how long the employee tries, even there would be adversities. (Robbins & Judge 2016, 247.) The book includes a good example, where Ainsley and Josh are having different wage’s and motivations, where Ainsley get paid less but still have better motivation. There are six choices and the employee who has perceived inequity will make one of these choices. (Robbins & Judge 2016, 262-263.)

The choices are:

  • Change inputs – Employee will put a less effort if feeling underpaid and vice versa.
  • Change outcomes – Piece-rate model which can increase the output with lower quality.
  • Distort perceptions of self – Employee feels that he/she is doing the job performance much harder than the others.
  • Distort perceptions of others – Misleading thought that someone else’s job would be better than presumed.
  • Choose a different referent – Comparing yourself to different person and not to the person who is doing the same job.
  • Leave the field – leave the workplace. (Robbins & Judge 2016, 262-263.) Skill variety and Task identity dimensions makes employee feel that the job is significant and important and thus increases the motivation. Autonomy may increase the motivation because of high personal responsibility where employee can perform the job without everyday management and supervising. Autonomy makes the job independent and free for the employee, so the employee has high responsibility, but the job is independent and free without everyday supervising. (Robbins & Judge 2016, 283.) When the job has different variants, it increases the employee motivation. The more employee can do and thus feel himself significant, it can influence the job performance in a good way. (Robbins & Judge 2016, 283.) Robbins S.P. & Judge T.A. (2016).

Organizational Behavior. Seventeenth edition. Essex: Pearson Education Limited.

 

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