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Learning Objectives

Organizational Behavior 

• Organizational behavior is an academic discipline concerned with describing, understanding, predicting, and controlling human behavior in an organizational environment. Organizational behavior has evolved from early classical management theories into a complex school of thought—and it continues to change in response to the dynamic environment and proliferating corporate cultures in which today's businesses operate. Individuals behavior is a challenging problem in and of itself. A group, made up of different individuals and multiple relationships among those individuals, is even more complex…. In the fact of this overwhelming complexity, organizational behavior must be managed. Ultimately the work of organizations gets done through the behavior of people, individually or collectively, on their own or in collaboration with technology. Thus, central to the management task is the management of organizational behavior.  

Contingency Approach 

• The contingency approach to management is based on the idea that there is no one best way to manage and that to be effective, planning, organizing, leading, and controlling must be tailored to the particular circumstances faced by an organization. Managers have always asked questions such as "What is the right thing to do? Should we have a mechanistic or an organic structure? A functional or divisional structure? Wide or narrow spans of management? Tall or flat organizational structures? Simple or complex control and coordination mechanisms? Should we be centralized or decentralized? Should we use task or people oriented leadership styles? What motivational approaches and incentive programs should we use?" The contingency approach to management (also called the situational approach) assumes that there is no universal answer to such questions because organizations, people, and situations vary and change over time. Thus, the right thing to do depends on a complex variety of critical environmental and internal contingencies.

MANAGING WORKPLACE BEHAVIOR

• The business set up in the Philippines is hierarchical. Intercultural management needs to take into account the need to maintain a formal manner and pay strict attention to titles, positions, and hierarchical relationships. Expect to find many gatekeepers whose job is to protect the schedule of and limit access to the ultimate decision maker. In this relationship-driven culture, you will find it easier to make the proper contacts if a third party who already has a relationship with the decision maker makes the introduction. 
   here in the Philippines, the managing workplace behavior is different from the other countries, like in Germany, they offer wireless on board computers that use global positioning satellites to give vocal directions to any destination.  Some other countries use technological inventions  that affects any profession, company and business practice, while here in the Philippines, we seldom use such high technological gadgets and equipments in our work.

   

   Managing workplace in Germany
  

  
  

  •     The business set up in Germany is extremely formal. In order to achieve successful cross cultural management, you must be prepared for a host of regulations, guidelines, and principles covering every aspect of conducting business in Germany. German businesspeople have deep-seated rules and regulations. This is a formal culture that believes time is money. Relationships are clearly defined, which intimates the type of communication and behaviors expected.

  •      Some employees in Germany do not feel that they are authorized by station, education, or position to either aspire to leadership or to express themselves freely in management circles. Nevertheless many do, and especially with the influence of intercultural expansion and globalization, organizations are tending to rely more heavily on the wisdom of their people and not just the direction of leadership.

  
  

  •      Germans like working in teams and collaborate quite well across hierarchical lines. The communication within a team is generally quite collegial, albeit somewhat direct and blunt. Role allocation within the team is generally quite clearly defined and people will take greater responsibility for their specific task than for the group as a whole. 

  
  

  Organizational culture

  
  

  •  Organizational cultures are adaptable and can be easily changed when the right type of leader takes the reins. To accomplish positive organizational culture, a leader must first understand the organizational culture that currently exists. By learning how employees interpret supervisors, managers or the general processes of the company, a leader can develop a leadership strategy or style that will be effective.

  
  

  
  

  Socialization

  • The process by which organizations bring  employees in the culture.

  • There are three stages of socialization, namely Anticipatory socialization, Accommodation, and Role Management. Anticipatory Socialization, the first stage that involves all those activities the individual undertakes prior to entering the organization or to taking a different job in the same organization.The primary purpose of these activities is to acquire information about the new organization and/or new job.  Accommodation, the second stage of socialization occurs after the individual becomes a member of the organization, after he or she takes the job.  During this stage, the individual sees the organization and the job for what they actually are.  Role management, in contrast to accommodation stage, which requires the individual to adjust to demands and expectations of the immediate work group, this stage takes on a broader set of issues and problems.  

  
  

  
  

  Spirituality

  
  

  •  It is a state or experience that can provide individuals with direction or meaning, or provide feelings of understanding, support, inner wholeness, or connectedness.  Connectedness can be to themselves, other people, nature, the universe, a god, or some other supernatural power. 
  •           This definition involves inner feelings, being connected to the work and to colleagues. 
  • Because work is such a major part of the lives of employees, organizational culture and practices can contribute to a person's spiritual development and growth 

   

  Difference in how some employees talk about positive culture and negative culture

  • traditional leadership models are constantly shifting because of increased competition and the need for key employees to perform at their best. Successful leaders in this new economy must be connected to their teams, have a powerful vision that is both tactical and strategic in focus, and be able to produce bottom line results. This shift in leadership focus has an added benefit—it leads to the creation of a positive, solution-oriented culture that increases productivity and employee loyalty.
    We have spent thousands of hours coaching successful leaders in the corporate world and financial industries, and we are seeing a new leadership model evolving. This shift takes the strengths of leadership styles from the past and adds the new dimension of coaching to produce elevated results…and it is validated by success stories that span the world, from companies among the Fortune 50 to entrepreneurs.
    Best of all, it is a simple model. There are seven steps which, when implemented, produce amazing results.
    Step 1: Visualize high-level outcomes
    This step is much more than a goal-setting exercise. A goal would be "to increase sales by 25 percent" (which isn't specific...and doesn't inspire anybody!) This is a strategic vision that acts as a blueprint and a catalyst to action.
    A vision is inspiring, compelling, and pulls your team forward. One company executive asked, "The best-of-the-best sales people in our company sell more product than the others combined. What are they doing differently? How could we learn what they know and teach everyone to produce this way?" The results were beyond everyone's expectations. Hundreds of employees shared their enthusiasm and ideas, and literally changed the culture of this company to a much more positive environment, while profits soared.
    Questions from the Coach:
    •What do you really want to do?
    •Why is this important to your customers, your employees, and your company growth?
    Create a Positive Culture Page 2
    Step 2: Celebrate what is working
    A question our clients often ask is, "why don't we start with the problem?" The reason is, as Daniel Goleman wrote in his book Social Intelligence, emotions are contagious. If you start with the problem, your emotions quickly follow a negative track. When you start with what is working, your brain focuses on the positive and can see possibilities that would otherwise be overlooked.
    Question from the Coach: How do you know what you are doing is working? Start with ALL the good things you are accomplishing. Make a list, and have everyone contribute. Now ask, "What is one thing I could do better?"
    Step 3: Clarify your vision
    You have the rudiments of a compelling vision. Now it's time to get your team together and ask:
    •What are the benefits (to your customers, your employees, and your company growth)?
    •What is the impact?
    •How will you know? (first step to measurable)
    This exercise taps the power of "full alignment", drawing your entire team into the discussion. When everyone can articulate their personal benefit as well as the company and customer benefit, then you are on your way to a more open sharing environment.
    Note: This exercise will take more time than you might anticipate. It is crucial that everyone is in full agreement, with all objections handled and full enthusiasm engaged. Remember—emotions are contagious, and negative emotions are really contagious. Work through the issues and objections, making sure every employee on your team is heard. Recognize those on your team who say, "it won't work." Use their objections to create a plan that overcomes the obstacles they see. Many times, they are the voice of reason.
    Step 4: Use the Coaching Conversation
    The Coaching Conversation is a positive series of questions that leads to agreement from all parties involved. It is not the boss telling (or yelling). It is a form of negotiation that takes practice to achieve. The key components are:
    •It brings everyone on board, through a solution-oriented focus.
    •The individual involved "buys in", especially when you give them credit for sharing.
    •Focus on win/win vs. win/lose
    •It is a powerful, positive conversation that drives results
    Tip from the Coach: For more information or a workshop for your team, contact us at gillengroup.com
    Create a Positive Culture Page 3
    Step 5: Action Details, time-line, and who is responsible
    Successful executives and leaders always follow this step. The key points are:
    •Break the vision into achievable goals
    •Set a time line, with interim time lines to stay on track
    •Agree who is responsible for each item
    •Schedule follow-up accountability meetings
    •Keep your focus (and conversations) positive
    •Keep your eyes on what you want!
    Step 6: Accountability/measurable
    How will you measure success? How will you keep your team on track?
    The answer is to revisit your vision and benefits weekly. Take turns talking about what your vision means to you and how it will impact your company and clients. When everyone regularly talks positively about the vision, the enthusiasm becomes contagious. When challenges, doubts, or snafus occur, provide a safe place for the discussion to occur.
    Step 7: Celebrate, tweak actions, implementation
    Schedule time for celebrations, preferably on a weekly or bi-weekly basis. When challenges occur, step back, revisit the vision, and ask questions to help your team come up with alternatives.
    This leadership model involves group buy-in and participation. It's an exciting way to tap the creativity of your team and increase productivity and results, while maintaining employee loyalty. The good news is you are using many of these techniques already, and a few tweaks to your process can make a big difference.