Organizational Behavior Terminology and Concepts
MGT 331
Organizational Behavior Terminology and Concepts Paper.
According to Schermerhorn, Hunt, and Osborn (2005), Organizational Behavior, also
known as OB, is the study of human behavior in organizations (Chap. 1, p. 16). OB is a
multidisciplinary field dedicated to the understanding of individual and group behavior,
interpersonal processes, and organizational dynamics. (Schermerhorn, Hunt, and Osborn
2005, p. 16). In this paper I will show how organizational culture (diversity, globalizations,
ethical behavior, social responsibility) influences individuals in the way they perform their
tasks, and how learning about OB can help organizations expand, communicate, learn, and
develop for better performance in the competitive, vibrant, and ever changing workplace
we live in.
Organizational culture
How do organizational cultures function? According to authors Schermerhorn, Hunt, and
Osborn (2005), in the internal environment of organizations, the shared beliefs and values
that influence the behavior of organizational members create what is called the
organizational culture (Chap. 1, p. 25). If an organization has a strong culture, it will most
likely function with an comprehensible vision and a mission of the path to follow, which in
turn is sustained by well-developed and well-communicated beliefs and values ( p. 25).
XXXXXX develops digital printers that have the best technology in the word since 1989.
XXXXXX employees take pride in being part of a company that invented wide and
superwide digital printing technology, and also of being partly responsible for staying as
the industry leader in that technology. Our employees are also committed to deliver
personalized customer service and support. (XXXXXX website, 2006)
Diversity
Organizations whose internal politics and cultures are strong and positive typically count
with a high performance oriented workforce, where the importance of teamwork is
prioritized, and where employees feel motivated to take risks in order to innovate
(Schermerhorn, Hunt, and Osborn, 2005). These organizations also respect their workforce
diversity which, according to Schermerhorn, Hunt, and Osborn (2005), is the presence of
individual differences based on gender, race and ethnicity, age, able-bodiedness, and
sexual orientation (Chap. 1, p. 26). To an organization it is critical to respect and value
diversity. Organizational cultures that truly value diversity, usually have an internal
atmosphere of completeness, where not just a few selected ones but all members are
provided with equal opportunities. Managers at organizations where diversity is
appreciated are able to work successfully with employees with diverse backgrounds, life
styles, genders, ages, national cultures and ethnicities.
Schermerhorn, Hunt, and Osborn (2005) recommend the following tips for managing
