Strategies for Helping Managers In Organizations Personnel Management and Organizational Behavior Dr. Tassos Petrou February 20, 2007 Managerial Skills: Strategies for Helping Managers In Organizations Understanding Organizational Behavior (OB) presents countless challenges for managers in today’s changing society. Confronting these challenges accurately will assist managers in developing suitable environments for employees to execute occupational functions within their organization. Specifically, managers should possess the aptitude of solving the following questions: 1.
How have the fields of psychology and sociology contributed to our understanding of OB? 2. How does globalization affect a manager’s people skills? 3. Why is it important to replace intuition with systematic study in our attempts to understand behavior with organizations? 4. What is “workforce diversity”? Comprehending and deciphering these questions should increase a manager’s competence within an organization. Contributions of Psychology and Sociology Psychology and Sociology have contributed to OB immensely.
Numerous studies conducted formed analyses pertaining to employee psyche and social interactions within their perspective organization. Predominantly, the Hawthorne Studies conducted in the early 1920’s proved this statement. Testing Psychological and Social behaviors in various situations presented surprising results. The results of this study indicated a continuous rise in productivity, even under conditions that [would] produce worker fatigue and decrease output, and more positive attitudes toward work and greater social interaction among workers involved in the experiment (McQuarrie, 2005, p. 32) The inkling of modifying work structures and wages significantly affected employee Psychological and Social dispositions. How does globalization affect a manager’s people skills? Globalization shapes managerial skills in many facets. Moreover, managers will have to adapt culturally within their new environment. Although controversial, globalization can enhance an organization financially expanding into new markets. Managers must encircle the behavioral disciplines Psychology, Sociology, Social Psychology, Anthropology, and Political Science to cultivate people skills.
It is undeniable that the qualifications play an important role on selecting the satisfactory staff.Yet,recently employers pay more attention on social skills as they assert a good staff must be equipped with the ability of communicating and cooperating with each other.Overall,I agree with the opinion expressed./// In many ways,workers with good social skills will adapt to the life in the ...
Globalizing organizations must prepare managers to develop these skills. Ascertaining familiarity within the aforementioned behavioral disciplines will enhance the organization and affectionately breakdown cross-cultural barriers. Replacing Intuition with Systematic Study Sinclair & Ashkanasy (2005) describe intuition as a non-sequential information-processing mode, which comprises both cognitive and affective elements and results in direct knowing without any use of conscious reasoning.
Discordantly, systematic study bases causes and effects on scientific evidence examined through controlled conditions (Judge & Robbins, 2007, p. 10).
Systematic study as a primary method of understanding behavior is appropriate. Individual intuition perceived by exclusive entity is often flawed. Although distinctive impressions of “gut feelings” assist private decisions concerning behavior, using systematic study would provide foundation for understanding these behaviors. Anyone can focus on familiarity and skill; however, systematic provides analytical data, which focuses on assisting managers with understanding OB.
Systematic study, merely compliments our intuition and provides tangible explanations in our endeavors comprehending behavior in organizations. workforce diversity Diversification among organizations is imperative. According to several scholarly journals, workforce diversity is an evolving concept. Although Judge & Robbins (2007) define workforce diversity as heterogeneous organizations with respect to age, gender, race, ethnicity, sexual orientation and other diverse groups many organizations compose their own policies. The Hudson Institute produced a report in 1987 stating two broad approaches defining workforce diversity.
The Importance of Diversity Training in the Workforce Throughout a persons life there are certain characteristics that affect them. These characteristics cannot be chosen, they are given from the moment of birth: Race, Class, and Gender. These characteristics are determined by the parents and have a major input on an individuals life. Race, class and gender is what makes a person who they are and ...
The first approach encompasses a narrow view defining workforce diversity synonymously with Equal Employment Opportunity and Affirmative Action (as cited in Carrell, Mann & Sigler, 2006, p. 5).
The second, discusses behaviors were people are different (as cited in Carrell, Mann & Sigler, 2006, p. 6).
Both views can affect an organization; however, each approach welcomes an environment of workforce diversification. Undeniably, OB exhibits complicated dilemmas for managers to triumph within organizational structures. However, developing avenues for approaching multiple situations encountered builds strong managers and organizations. nderstanding principles of psychology and sociology helps managers understand why employees react differently in organizations.