Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Term Paper:
Moreover, Bartlett (cited in Churchwell, 2003) underlined that, in the past, managing diversity was rather synonymous with giving equal opportunities to people of different gender or race. Nowadays, he emphasized that diversity meant "legitimizing diverse views in an organization, including those based in cultural differences."
In addition to his remark, one could say that managing diversity under contemporary circumstances doesn't exclusively consist of providing equal treatment to different people. It also implies possessing the necessary know how for properly handling the respective discrepancies in order to obtain competitive results. For instance, researches have emphasized that teams encompassing members who have different cultural backgrounds are more creative. Therefore, if a manager knows how to stimulate synergy among team members, than there is a higher chance for innovations to arouse and this can only be beneficial to the respective organization.
The new variables/challenges that managers encounter are also influencing the ratio between intuition and systemic approach. Organizational Behavior puts a high stress on a rational measurement of human behavior and attitudes. However, intuition should also be allowed to play an important part in the game, if we take into account the highly dynamic and uncertain environment with which organizations are confronted. Thus, if in earlier times, the share assigned to unstructured decisions was quite insignificant, nowadays it has increased to a high extent. When having to take such decisions, managers often use intuition because of the uncertainty and, implicitly, the impossibility to predict (http://mis2.uis.edu/fall99/mis513/cware/week10/w10L01.htm).
Therefore, the relevance of Organizational Behavior has become questionable and has been put through severe criticism, during the last years. For instance, some researches argued that Organizational Behavior studies were not connected with real life problems as they were carried out in laboratories that didn't succeed in identically replicating the outside world. Therefore, the conclusions drawn were considered to lack external validity (Thomas, Tymon, 1982).
On the other hand, critics argued that Organizational Behavior studies neglected phenomena that were not immediately noticeable, but which exerted significant influences. Thus, in many cases, meaning and symbolism were overlooked (Thomas, Tymon, 1982).
Additionally, there were voices who highlighted the huge gap between theory and practice as practitioners, unlike theoreticians, didn't control key variables. Therefore, "abstract variables must be translated into things that the practitioner -- can take hold of and change... -- " (Summer and O'Connell, cited in Thomas & Tymon, 1982).
Another accusation brought to Organizational Behavior referred to the fact that many conclusions were common sense inferences that most non-psychologists could draw. This is why some voices argue that hypotheses are not tested for finding out the objective truth, but for demonstrating the subjective truth that researchers have in mind (Thomas, Tymon, 1982).
Last but not least, it seems to be a time gap between theoreticians and practitioners. Thus, if the former are long-term oriented, the latter focus on short-term decisions and problem solving. Therefore, by the time researchers finish their studies, mangers might not need the conclusions anymore or the environment might undergo significant changes (Thomas, Tymon, 1982).
To conclude with, one could state that the systematic study of Organizational Behavior is salutary because it pays a considerable attention to human factors and tries to measure their behaviors and attitudes, but its relevance is questionable given the cleavage that still exists between theory and practice.
Churchwell, C (2003). The New Global Business Manager. On the Internet at http://hbswk.hbs.edu/item/3827.html. Retrieved March 8, 2008.
Clark, D.R. (2008). Organizational Behavior. On the Internet at http://www.nwlink.com/~donclark/leader/leadob.html. Retrieved March 8, 2008.
Hofstede, G. (2003). Cultural Dimensions. On the Internet at http://www.geert-hofstede.comRetrieved March 8, 2008.
Thomas, K., Tymon, W. (1982). Necessary Properties of Relevant Research: Lessons from Recent Criticisms of the Organizational Sciences. The Academy of Management Review, 7 (3), 345-352.
Diversity: an overview (2007). On the Internet at http://www.cipd.co.uk/subjects/dvsequl/general/divover.htm?IsSrchRes=1Retrieved March 8, 2008.
Management Information Systems (1999). On the Internet at http://mis2.uis.edu/fall99/mis513/cware/week10/w10L01.htm. Retrieved March 8, 2008.
Nature of organizational behavior. On the Internet at: managementconsultingcourses.com/Lesson16EvolutionOfOrganisationalBehaviour.pdf
Retrieved March 8, 2008.
Organizational Studies (2007). On the Internet at http://encyclopedia.thefreedictionary.com/Organizational+studiesRetrieved March 8, 2008.[continue]
"Organizational Behavior Systematic Study Of" (2008, March 08) Retrieved October 27, 2016, from http://www.paperdue.com/essay/organizational-behavior-systematic-study-31664
"Organizational Behavior Systematic Study Of" 08 March 2008. Web.27 October. 2016. <http://www.paperdue.com/essay/organizational-behavior-systematic-study-31664>
"Organizational Behavior Systematic Study Of", 08 March 2008, Accessed.27 October. 2016, http://www.paperdue.com/essay/organizational-behavior-systematic-study-31664
Organization Behavior Strategic Management of Human Resources Human resource is considered as the most precious asset for business organizations. The financial performance and growth in the industry heavily depends upon the way an organization's employees perform at the workplace (Edwards 2003). A dedicated and committed workforce contributes towards a high level of operational excellence and market competitiveness. Therefore, it should be among the top priorities for an organization to manage its human
Most personal activities are dependent upon the input of smaller groups like the immediate family or friends or cousins or colleagues which could include academic choices, outings, etc. Most social activities are founded around and are bound to the formation of a large group and the success of that group in working together whether it is in offices, industries, sports, NGOs, media, etc. The deficiency of a firm foundation and
325). Robertson & Tang (1998) demonstrate through systematic analysis how commitment in an organization can be empirically measured and how organizations can use that information to improve organizational structures, systems, behaviors and thought processes. This can only be achieved through consistent, objective and systematic processes that automatically work to support a more diverse and functioning work environment. Q4. Explain what is meant by the term "workforce diversity?" Workforce diversity means different things
South Australia Ambulance Service Organizational Behaviour Case Analysis Who Ray Main should develop a system which empowers the culture of organization along with the shift towards automation and excellent customer service. Has to do what The leadership of South Australia Ambulance Service is required to do the following: To set a strategic direction for SAAS this would be compatible to the new strategic plan. Meet the service expectations of the clients by focusing more on efficient customer
Organizational Psychology Productive and Counterproductive Behaviors Paper Organizational psychology involves the settings based on office or workplace psychology. It is a field of psychology that uses scientific methodologies in order to understand individuals' behavior in organizational settings. Organizational psychology can also be defined as the scientific study of group and individual behaviors in a formal organizational setting. Organizational psychology is part of a broader field of industrial and organizational psychology. Organizational polices
Organization Analysis Analysing Organisation: Using relevant theoretical perspectives frameworks, critically analyse organisation choice. Analyzing organization is the process of assessing the organizations systems, functionality and capacity so as to increase the organizations performance, efficiency and overall output. This is done by using various theories and models whose aim is to understand the structure of the organization, technology and behavioral relationships Bate, Khan, & Pye, 2000. This should be a periodic and detailed activity
Organizational Culture and Sustained Competitive Advantage Organizational culture is a defining feature of every organization. The unique culture that every organization displays has an affect on its ability to remain profitable. Culture can have either positive or negative affect on the ability of the organization to remain competitive. Much academic research up to this point has focused on theory and defining what is meant by culture and sustainable competitive advantage. This