Understanding the basics of organizational behavior (OB), as well as the principles that the staff members are guided by when choosing a specific behavioral pattern, is essential for managers, as the skill in question enables them to not only coordinate the performance of the staff, thus, increasing the overall productivity of the company, but also motivating the employees for excelling in their skills and complying with the company’s ethical values.
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A detailed analysis of the key principles of the organizational theories will provide opportunities to define the new strategies for promoting corporate values to the staff. Specifically, the phenomenon of customer satisfaction as the key goal for the employees to strive for attaining should be represented very clearly. As Robbins and Judge (2015) explain, “customer service is the store manager’s most important general responsibility” (Robbins & Judge, 2015, p. 19).
The incorporation of the organizational theories into the framework of a manager of a certain organization will not allow letting the staff out of the company’s focus, either. According to the key principles of the OB theories, staff satisfaction should be one of the company’s basic priorities along with the pursuit of customer satisfaction (Grissemann & Stokburger-Sauer, 2012). The former, in its turn, can be achieved by catering to the needs of the staff; specifically, the need to be recognized deserves special attention.
Hence, all kinds of incentives, including financial ones and the ones that involve the appraisal of the employees’ accomplishments, must be integrated into the set of strategies for communicating with the staff (Edmons, 2012). As a result, the “reflected best self” (Robbins & Judge, 2015, p. 22) approach can be adopted within a company.
More importantly, OB theories provide the tools for improving the communication process between the staff and the company’s managers; as a result, the latter are capable of collecting the feedback in a more efficient way and responding to the emerging issues in a more expeditious manner. In addition, the fact that the incorporation of the OB theory into the management strategies contributes to solving the conflicts among the staff members faster deserves to be mentioned (Kam, Janssen, Vegt & Stoker, 2014). It is the combination of the individual approach towards very single staff member combined with the transformative leadership style for enhancing the CSR rates among the employees that makes improvement of the company’s performance possible (Aguinis & Glabas, 2012).
The promotion of corporate social responsibility (CSR), which requires understanding of the behavior of the staff, is another significant reason for a manager to consider the key tenets of the organizational theories. The significance of the theory in question can hardly be overrated, as it helps define the strategies for helping the staff develop the above-mentioned CSR qualities. The latter, in their turn, will trigger a rapid improvement in the quality of the employees’ performance, as the staff will
Being the basis for promoting corporate values, as well as corporate social responsibility among the staff, the understanding of the basic principles of organizational behavior is an essential skill for a manager to acquire. It is only when learning the basic factors that motivate the staff to choose specific behavioral patterns at the workplace that a manager can develop a strategy for gearing the staff towards a better performance and promote the concept of corporate ethics and social responsibility among them.
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Aguinis, H. & Glabas, A. (2012). What we know and don’t know about corporate social responsibility: A review and research agenda. Journal of Management, 38(4), 932–968. Web.
Edmons, A. (2012). The link between job satisfaction and firm value, with implications for corporate social responsibility. Academy of Management Perspectives, 23(1), 44–56. Web.
Grissemann, U. S. & Stokburger-Sauer, N. E. (2012). Customer co-creation of travel services: The role of company support and customer satisfaction with the co-creation performance. Tourism Management, 33(6), 1483–1492. Web.
Kam, N. A. v. d., Janssen, O., Vegt, J. S. v. d., & Stoker, J. I. (2014). The role of vertical conflict in the relationship between leader self-enhancement and leader performance. The Leadership Quarterly, 25(2), 267–281. Web.
Robbins, S. P. & Judge, T. A. (2015). What is organizational behavior? In Organizational behavior (3–38). 16th ed. Upper Saddle River, NJ: Pearson. Web.