Build a Thorough Argumentation and Sustain the

¶ … build a thorough argumentation and sustain the fact that organizational behavior is a vital ingredient in the development of the workforce, as well as an important component in the running of the company, we should, first of all, start with a brief definition of what organizational behavior refers to. As such, organizational behavior can be defined as "the study and application of knowledge about how people, individuals, and groups act in organizations" In this sense, organizational behavior is a vast term.

It covers everything from team work within a company and the ability to develop social qualities and get along well with other people, to leadership and the way a manager can set the right goals for his or her team, as well as the right means by which these goals can be achieved. Partly, the final outcome of organizational behavior is the same as the technical skills of the individual and finally related to the ability to perform well within the company and achieve the expected results.

However, organizational behavior is able to drive and produce additional results that derive from the manager's ability to create the proper workspace, a work space in which the team member can exploit his best resources. It is quite true that many managers believe that the technical competencies of an individual are far more important than the soft skills. Practice, however, shows something else. Someone working in a software company has given an excellent example. One of the programmers seemed to be one of the best in the company.

His programming knowledge included Visual C++ and Delphi, but he excelled in his analytical ability and the capacity to produce excellent results in his work. On the other hand, he lacked almost all social skills and did not like to participate in team building activities or going out with the firm. He did not socialize with almost anybody in the company and did much of the work on his own. The results were obviously much lower than hoped for or than his technical competencies may have promised.

For example, because of his poor communication skills, he failed to understand the application testers and the problems they brought up. In his opinion, they did not provide suitable arguments for the programming errors that he may have created. His superior attitude did not contribute to a proper working environment. His failure to integrate in the company excluded him from the workplace and he was let go only a few months after being hired. This example taken from actual experience shows the foremost importance of communication skills within the company.

There is an obvious explanation for this. Whether declared or not, the company itself is one large team and team work should be the main concept. As a team, the employees' goal is to work together in order to achieve the results that will produce individual material or personal satisfaction. This can be identified in performance raises, reflecting the performance of the entire company over a certain period of time, or general appreciation and praise from the upper management team.

I need not emphasize the role of the manager in terms of organizational behavior. The manager, first of all, sets the social trends within a company. Theory recognizes four major models of organizational behavior that organizations operate with. These are autocratic, custodial, supportive and collegial The manager himself sets the behaviorist trend within his subordinates' team. The best example of a manager that encompassed all four different models into one and applied it successfully for over 20 years is Jack Welch, former CEO at General Electrics.

As a CEO, Jack Welch faced difficult challenges that ranged from the need to restructure the business so that it could cope with the new challenges to adaptation to e-business, the Internet or globalization. His exquisite management qualities paid off because he relied on the company's most important asset: human resource In this sense, at times, he turned to the autocratic model.

Named during the 80s "Neutron Jack" because he was considered tough on his employees, Jack Welch used the autocratic model when he wanted to set trends and demand more from his employees. In terms of the custodial model, Jack Welch used company options on stocks as yearly rewards to motivate his employees in their performance towards the company.

Company options proved a great advantage, closely related to what I have previously mentioned: this kind of material rewards insisted on the necessity of the entire staff performing as a team in order to increase the overall value of the company. The supportive and collegial models had their best reflection in Jack Welch's management style in his "boundaryless" conception and his Session C. meetings. The boundaryless conception reflected a way of thinking in which all attention towards formalism and respect for one's position within the company was pushed aside.

According to Jack Welch, anyone could catch up with him on the company's corridors and share with him an idea that had come up during the work process. In many occasions, this proved to be a breakthrough in different areas in the company's business activity. Organizational behavior has much to do with the human relationships that are born and cultivated within the workplace. As mentioned, the first person who sets the trend in a certain direction, through his own attitude, is the.