Factors influencing Organizational Behavior

Factors influencing Organizational Behavior

Leadership

Leadership is certainly not a 'one-size-fits-all' type of word but it is among one of those words that is incessantly discussed. It in general draws out a range of individual views, as of unfolding personality attributes, characteristics, or even behaviors. Doesn't matter what the ground -politics, religion, sports, or business- a leader necessarily impacts and influences managerial effectiveness (Schneider, 1987). A million-dollar query is how does leadership influence organizational effectiveness?

By the use of interviews, surveys, and experimental research, several results finally point out that leadership or how they act, have a positive relationship to the whole perceptions of organizational effectiveness, or by mean that how organizations will execute in future (Maczynski, 1997). According to James Bohn, “This is important for leaders to comprehend, as they may be ignorant of the fact that how their behaviors create impacts on their workforce.” Employees rest their confidence and belief in the capabilities of their leaders and expect their leader to grant:

A forceful visualization of where the organization will go in the future.

Steadiness in practicing and attaining goals.

An obvious, concise communication, whether in broad-spectrum or in transmission of the ideas and organizational future direction.

Team building and arrangement.

Realistic evidence - a firm track record of performances.

Culture

Organizational culture is greatly significant for understanding the effects that describe organizations either financial or other types of performances (Schein, 1990). Culture identifies in three basic positions. These are:

Culture as a building block

Corporate culture is understood to be planned by management and holding a strong influence on outcomes.

Management as a symbolic action

Culture is observed as intervened in events, language use and planning principally disturbing understandings and beliefs, consequently having consequences on behaviors and attitudes, and less directly as a result of 'substantive outcomes' like profits (Maczynski, 1997) .

Culture as a ground ...