Organizational Behavior and Customer Demand
Customer demands might seem to be something quite simple to respond to -- when customer demands increases, an organization increases its overall level production, and when customer demand decreases, the organization must decrease its supply and price. However, in addition to such responses to simple microeconomic theory, other organizational factors come into play. Customer demand, for example, is affected by external factors such as overall economic health, employment, potential for future employment, and consumer confidence. Also, the perception of the goods being sold in the industry as a necessity or a luxury, and the availability of potential substitutes can cause demand to fluxuate...
Managers may need to cut costs or reduce worker's benefits and raises to respond to the external factor of a decrease in overall consumer demand. But they also must still ensure that employees that do remain retain a reasonable level of enthusiasm and responsiveness to their working environment, to ensure that when business improves, the organization is poised to improve as well. (MacGregor, cited in Weirtheim, 2000)
Furthermore, internal organizational factors also have an impact upon managers that workers and managers often have no control over. This is not necessarily a bad thing, as the development of technology can cause a good to be produced…
Communication occurs at an inter-organizational level, an intra-organizational level, and between the organization and the community or society at large. For example, inter-organizational communications include the one-on-one discussions between coworkers. These communications can be purely related to the daily operations of the organization or they can be casual, to stimulate a friendly environment in the workplace. Intra-organizational communication occurs between two or more organizations. For example, an environmental group
Professionalism on the part of employees is also facilitated by management's demanding high standards of employees, in line with the stress of the necessity of improving world health care and helping students. Yet management is always committed to recognizing impressive employee performances with generous bonuses, providing a comprehensive benefits package for all workers, and showing respect for employee health and welfare, as well as customer health and welfare. Also,
Flexibility, adaptability, and a global mindset cause my organization to behave in a responsive rather than hierarchical fashion. These organizational values conspire to create an organizational culture that respects education, values protocol and is detail-oriented, yet is not such a slave to the rules that it loses sight of human beings. After all, if the rules were absolute, there would not be different government laws and bylaws, depending on the
Culture must not simply be inclusive to an organization. Organizational internal culture must shift with the larger national cultural context in light of the needs posed by globalization. Chapter 12: Strategic Competency and Organizational Design IBM, showed a constructive ability to engage in organizational learning. Despite facing political obstacles such as 9-11 and prejudice against technology companies after the dot-com bust it has remained a huge, complex technological powerhouse. IBM's longer-term
It keeps the company moving forward in new and interesting directions. This approach is how they have been able to provide ideas that help people around the world connect, create and accomplish a lot of spectacular things. This has allowed their people who are experts in so many areas be successful. These areas of expertise include marketing, finance, HR, sales, IT infrastructure, personal computing devices, business technology solutions, global
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