In today’s world, the workplace is the major meeting place of different people with different personalities, values, cultures, and generally different ways of life. Because of this situation, a workplace has different challenges that the company’s management must handle with caution to achieve a balanced ground and a suitable atmosphere for all of the company’s employees to carry out their responsibilities without any difficulty. A good atmosphere suitable for working is not easy to maintain in the modern dynamic world full of challenges and daily issues to solve. In general, therefore, organizational behavior is determined by the organization’s employees through their collective individual characters that form the final outlook of how the organization behaves and handle issues.
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According to (Belcourt, 2010) this analysis will specifically focus on a real situation analysis of a steel and iron industry company that I was working for as an electrical technician for two years. For this period I have undergone many challenges and decision-making that have altered the way I think and carry out my activities as a worker in the still industry. The challenges that I have experienced related to personality and values, job attitudes, motivation issues, emotions and moods, understanding work teams, communication, leadership, conflict and negotiation, and finally diverse organizational cultures.
Organizational cultures are dictated by the degree of diversity in terms of ethnicity, religion, and general background of the organizations’ employees. In his studies (Stenzel, 2007) concludes that cultures vary with different settings, it is therefore important for an organization to put into consideration the different cultures of its employees. Organizational culture explains many factors about an organization; it explains incomprehensibility, irrationality, history, and the leadership of the organizations. These factors cannot be undermined and it is crucial to understand that organizational culture cannot be changed overnight.
In our workplace, organizational culture was made up of values that the workers and the management valued in executing their duties effectively. In his book (DuBrin, 2007) states that there was a general reluctance on the part of the employees to change the way that they behaved, because of this the management had a difficult time in changing the way that its employees behaved.
Attitude is divided into components that are; cognitive, affective, and behavioral. Cognitive is the belief segment of an attitude, affective is the emotional feeling of an attitude; behavioral is the intention to behave in a certain way. In his research (Shuman, 2007) concludes that the employees in the steel and iron industry as I found out are affected by their attitude toward their job. Their performance is therefore based on their attitude and perceived reward of the job. Most employees had a negative attitude towards their supervisor because they believed that they were not elevated or promoted when they deserved.
There is a need therefore for the management and the employers of the company to understand that the cultures of an organization require a very smooth transition to be successful. It is vital to comprehend that an organization’s cultures cannot be changed overnight and expect the employees to corporate and hasty adopt the new culture that has been created; the result of fast transition is rebellion and rejection on the part of the employees. An all-inclusive organizational culture transition is more likely to be successful and receive fewer restrictions and rebellion by the workers.
List of References
Belcourt, M. (2010) Strategic Human Resources Planning. 4th edition. New York: McGraw Publishers.
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DuBrin, J. (2007) Fundamentals of Organizational Behavior Thomson Publishing ISBN: 0324421397.
Shuman, M.H. (2007) The Small-Mart Revolution: How Local Businesses Are Beating the Global Competition. London: Berrett-Koehler Publishers.
Stenzel, J. (2007) Lean accounting: best practices for sustainability.London: John Wiley and Sons.