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Concept of organizational behavior
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Organizational behavior is a field of study that investigates the impact that individuals, groups and structures have on behavior within an organization for the purpose of applying such knowledge towards improving an organization’s effectiveness. Organizational behavior is dependent upon many variables. It incorporates many areas of study such as psychology, sociology and anthropology. These disciplines are important in trying to manage new and existing challenges in the workplace. Two examples of current workplace challenges are workplace diversity and the constant struggle to balance work life and home life.
Workplace diversity has become a growing concern within organizations. Managers are now challenged with learning new ways to effectively communicate the importance of embracing different races and ethnicities. Diversity encompasses many different characteristics including age, gender, ethnicity, religion and disabilities (Robbins). As of late, age has become more of a concern as the baby boomer generation begins to reach retirement age; many are not retiring early but instead are working well into their seventies. Unfortunately for those baby boomers, the number of retirees decreased during the 2008-2009 recession mostly due to economic struggle. People cannot afford to retire, perhaps because they did not save enough for retirement or had to dip into their retirement fund to survive earlier in life. In addition to age discrimination, gender discrimination is another common diversity issue. According to “Organizational Behavior,” as of 2000, more women are working full time, have more education, and have started to close the earning gap between men and women (Robbins). Most commonly, women are targeted in the workplace fo...
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...rieved from http://www.americanprogress.org/issues/labor/report/2010/03/29/7414/resolving-work-life-conflicts/
Executive Office of the President. (March, 2010) “Work-Life Balance and the Economics.” Viewed March 4, 2014. Retrieved from http://www.whitehouse.gov/files/documents/100331-cea-economics-workplace-flexibility.pdf
Greenburg, Josh. (Jan. 24, 2005) "Diversity in the Workplace: Benefits, Challenges and Solutions." Viewed March 5, 2014. Retrieved from http://ezinearticles.com/?Diversity-in-the-Workplace:-Benefits,-Challenges-and-Solutions&id=11053
Robbins, Sarah. (2012) “Have Women Found Work/Life Balance?” Real Simple. Viewed March 8, 2014. Retrieved from http://www.realsimple.com/work-life/life-strategies/time-management/work-life-balance-00100000077145/
Robbins, Stephen P., and Timothy A. Judge. Organizational Behavior. 15th ed. Pearson, 2013.
Cañas, K. A. & Sondak, H. (2011). Opportunities and challenged for workplace diversity: Theory, cases, and exercises. Upper Saddle River: Pearson Prentice Hall.
In attempts to comply with federal laws and in relation to fairness, organizations and business in the United States started increasing women’s representation and employment of people of color. These efforts resulted in a trend where women representation across all types of jobs increased while the workplace was characterized with people from different cultural backgrounds. Organizations and businesses sported multicultural and multilingual hues that resulted in a paradigm shift in the concept of workplace diversity (Srikrishna,
According to McCormick (2007), the first form of workplace diversity happened in 1948, when President Truman approved Executive Order 9981 whose main purpose was to advance equal treatment and opportuities in the armed forces. Therefore, scholars cite it as the origin of workplace diversity because President Truman the committee tasked to implement the executive order, used it to pursue desegregation in the armed forces. In the business world, many companies long held the belief that the assimiltion of new recruits in an organization required their socialization to adapt to the organization’s existent culture. However, over the last few decades, business organizations have realized that because of various reasons, the orgnizational culture must conform if it must attract and maintain a competitive workforce. This change has been steered by variety of workplace diversity initiatives. Despite the proliferation of such initiatives, the term “workplace diversity” is virtually never defined. Many attempts at defining the term are often in a circular or conclusory manner that does little to strengthen a collective understanding of this term.
Gender, racial, and ethnic diversity means different things to different people. Some believe that diversity is about quotas, and affirmative action. Others believe that diversity is something that will happen on its own with out intervention. Some experts who study diversity, however, believe that diversity is not something that should be left up to chance. It is important, therefore, for organizations to take action to encourage and foster diversity in the workplace (Clarke, 1995, p. 13).
Edward S. Lyba, Ed.D. proclaimed, "Diversity in the workplace means creating an environment where people from dissimilar backgrounds can utilize their talents and work productively together,” (NEPA Diversity Guide, 2007). Organizations have been striving to understand and create an abundant amount of diversity amongst their employees. It has been instilled in the minds of today’s employees that everyone is different and unique and companies want originality. Since companies have been putting a strong focus on diversity, it has encouraged employees to develop excuses as to why they are different. Recently, organizations and employees the same, have turned to the excuse of a generation gap as justification to resist this change. Should leaders treat employees of different generations in the same job differently only because they were born in different times? As Edward S. Lyba said, diversity means bringing together employees of different backgrounds; different backgrounds being the key word. For years, leaders have tried to tell employees that each and every person is drastically different; no two people are the same. Are people really that different, or are these notions of difference derived from the varied backgrounds from which they come? The answer is simple. People are much more similar than they are different. First, people are not different; they just resist change, making excuses to challenge it. Second, organizations have been promoting diversity, employees need to as well. Lastly, people of all cultures and nationalities possess very similar sets of core values. This paper will discuss why different generations, baby boomers, generation x, and generation y, do not have significant differences that would cre...
Southard, G. & Lewis, J. (2004, April). Building a Workplace That Recognizes Generational Diversity. Public Management (PM) Magazine. 86 (3) Retrieved October 14, 2004 from http://www2.icma.org/pm/8603/southard.htm
Workplace diversity is one of the most key elements that any business and corporation must have and utilize. The numerous types of workplace diversity are what make us function so well both as a society and as effective businesses. The purpose to having a diverse workplace is to expand the knowledge and experience of all that are within that company. These diversity aspects are what make a successful and highly functioning work environment. Diverse workplace is critical because it embodies a compilation of all human ideas, cultures and backgrounds put into an inventive and forward thinking group of individuals. Managing individuals are looking for an A-team group type atmosphere that will be highly functioning with inventive ideas and able to apply all sorts of ideals garnered from there co-workers because of the diversity.
Diversity is a changing constant that is brought about by “race, ethnicity, gender, sexual orientation, social class, disabilities, culture and cultural characteristics”. The recent issues between older and millennial employees throughout the department are due to these changing constants accompanied with changes in “global labor demographics”. Although focus can be placed on arising issues between older employees and millennial employees, a greater efforts should be placed on achieving cultural competency. Building a foundation for cultural competency for employees within the department will not only benefit the employee but also benefit the individuals we serve. Formulation of this foundation will transition if not help guide other departments within the organization as similar issues arise.
Jefferson P. Marquis, Nelson Lim, Lynn M. Scott, Margaret C. Harrell, Jennifer Kavanagh "Managing Diversity in Corporate America, An Exploratory Analysis" Rand Corporation. Web. 29 June 2015.
The impact of diversity in the workplace is contingent upon several factors. Across companies diversified workforces are becoming increasingly common. To successfully manage a diverse workforce, organizations are ensuring that employees understand how their values and stereotypes influence their behavior toward others of different gender, ethnic, racial, or religious backgrounds; are gaining an appreciation of cultural differences among themselves; and behaviors that isolate or intimidate minorities are being improved (Noe et al., 2010, pg. 302).
Living in a country where it was founded by immigrants, diversity is everywhere you go especially in the workplace. There are many types of diversity; ethnicity, gender, religion and age just to name a few. Working in a diverse organization it can give you a taste of the real world, and what you will deal with wherever you go. There is so much diversity in the world today so it is a benefit to experience it in the workplace as well. You are given the chance to learn so many things from different cultures, why wouldn't you want to work in a diverse organization?
Diversity can be differences in age, gender, ethnicity, and religion. Having such a diverse workforce can be very challenging. (1) Today’s workforce is very diverse in respect to age. Before, corporate America consisted of workers ranging from twenty one up to late thirties to early forties. Now, we see people in their mid to late fifties going back to work. This trend has both advantages and disadvantages. One advantage of an older employee over a younger employee is his ability to use his years of experience in situations where a younger employee lacks experience. Another advantage for an older employee is his built relationship with existing customers. The disadvantage of an older employee over a younger employee is his inability to quickly adapt to his changing environment. Younger employees are more “hungry” compared to their older counter parts. Their hunger is fired by their goal to quickly move up the corporate ladder.
Groups of people which more than 2 peoples who work interdependently toward some purpose defined as organizations. Then, organizational behaviour defined the study of what people think, feel and do in and around organizations. Organizational Behavior is field of study that investigates the impact that individuals, groups and structure have on behavior within organization. It is the knowledge about how people act within organizations. It applies broadly to the behavior of people in all types of organizations, such as schools, business, government, and services organizations. Organizational behaviour is for everyone in every level, and employees are expected to manage themselves and work effectively with others in workplace.
Ingram. D. (2014) Advantages and Disadvantages of Diversity in the Workplace. Houston Chronicle. Retrieved from http://smallbusiness.chron.com/advantages-disadvantages-diversity-workplace-3041.html
Schawbel, D (2012, Nov, 8). Why Diversity Matters in the Workplace. retrieved May 6 2014, from American Express Web Site: https://www.americanexpress.com/us/small-business/openforum/articles/why-diversity-matters-in-the-workplace/