Organizational Behavior and Management

Virtually all organizations have manager's with title such as chief financial officer, marketing manager, director of public relations, vice president for human resources, and plant manager. But probably no organization has a position called " organizational behavior manager." the reason for this is simple: Organizational behavior is not a defined business function or area of responsibility in the same way as finance or marketing. Rather, an understanding of organizational behavior is a perspective that provides a set of insights and tools that all managers can use to carry out their jobs more effectively.
        An appreciation and understanding of organizational behavior helps managers  better understand why others in the organization behave as they do. For example, most managers in an organization are directly responsible for the work-related behaviors of a set of other people-their immediate subordinates. Typical managerial activities in this realm include motivating employees to work harder, ensuring that employees' jobs are properly designed, resolving conflicts, evaluating performance, and helping workers set goals to achieve rewards. the field of the organizational behavior abounds with models and research relevant to each of these activities.
        Unless they happen to be chief executive officers (CEOs), managers also report to others in the organization (and even CEO reports to the board of directors). In dealing with these individuals, an understanding of basic issues associated with leadership, power and political behavior, decision making, organization structure and design, and organization culture can be extremely beneficial. Again, the field of organizational behavior provides numerous valuable insights into these processes.
        Managers can also use their knowledge of organizational behavior to better understand their own needs, motives, behaviors, and feelings, which will help them improve decision-making capabilities, control stress, communicate better, and comprehend how career dynamics unfold. The study of organizational behavior provide insights into all of these concepts and processes.
        Mangers interact with a variety of colleagues, peers and coworkers inside the organization. An understanding of attitudinal processes, individual differences, group dynamics, inter group dynamics, organization culture, and power and political behavior can help managers handle such interactions more effectively. Organizational behavior provides a variety of practical insights into these processes. Virtually all of the behavioral provides processes already mentioned are also valuable in interactions with people outside the organization-suppliers, customers, competitors, government officials, representatives of citizens' groups, union officials, and potential joint venture partners. In addition, a special understanding of the environment, technology, and global issues is valuable. Again, organizational behavior offers managers many different insights into how and why things happen as they do.
         Finally, these patterns of interactions hold true regardless of the type of the organization. Whether a business is large or small, domestic or international, growing or stagnating, its managers perform their work within a social context. The same can be said of managers in healthcare, education, government, and student organizations such as fraternities, sororities, and professional clubs. We see, then, that it is essentially impossible to understand and practice management without considering the numerous areas of organizational behavior. Further, as more and more organizations hire managers form other countries, the processes of understanding human behavior in organizations will almost certainly grow increasingly complicated, We now address the nature of the manager's job in more detail before returning to our primary focus on organizational behavior.