MANAGEMENT

Managing Organizational Behavior



Abstract

Different people belong to various ethnic background possesses different kind of behavior. The description of this dilemma is represented in organizational behavior. Behavior of every person working in an organization makes up an overall behavior of an organization. The nature of organization describes the systems and sub-systems operated in the organization. Organizational behavior can be classified as the typical process comprises of three interrelated elements i.e. human behavior in organizational environment, association between human behavior and the organization, and behavior of organization itself. All these three components are essential to analyze, in order to have a comprehensive understanding of organizational behavior (Griffin & Gregory, 2010). In this context, this essay commences from a scenario / case related to concepts of individual behavior, motivation, and teams. This scenario would work as the foundation of the essay. The subsequent part discusses impact of scenario on the attitudes and perceptions of people, two motivational theories related to the scenario, and a content, which critically discusses group dynamics. The last part signifies recommendations about improving attitudes and perceptions, motivation, and group dynamics.

Abstract2

Part 1: Scenario / Case4

Part 2: Analyzing the Scenario / Case4

Impact of Scenario on the Attitudes and Perceptions of the People Involved5

Impact of Scenario on Motivation of the People Involved5

A Theory of Motivation by Abraham Maslow6

Frederick Herzberg's Two-Factor Theory6

Group Dynamics: Content in Module 57

Part 3: Recommendations8

Improving Attitudes and Perceptions of People8

Enhancing Motivation in People9

Actions to Improve Group Dynamics9

References11

Managing Organizational Behavior

Part 1: Scenario / Case

Every person have the ability to “make and break” an organization, through his or her behavior. It is significant to understand the background and concept of human behavior to manage the organizational behavior. For this purpose, we will first examine the example of “bringing the bounty back to P&G.”

As the 1990s drew to a close, consumer products powerhouse Procter & Gamble (P&G) (www.pg.com) found itself in an unfamiliar rut. Fueled by such mega brands such as Tide, Crest, Charmin, Downy, Pampers, Folgers, Bounty, and Pringles, the 1980s had been a decade of phenomenal growth, however in the 1990s, P&G for the first time ever, failed to meet its goal of increasing the revenue through boosting sales each decade. One element of the problem was evident; turnover at the top. P&G had undergone through three different CEOs throughout the 1990s. Every CEO had their own individual view looking at organization operation and unique personality.

The CEO, Durk Jager, was the last from three and was appointed in 198. Jager was a passionate re-controller, who shifted no less than 110,000 employees into new tasks and jobs. His technique also focused on new products rather than best-sellers. Unluckily, the innovative strategies that he initiated, such as Olay cosmetics, often exploded. He also liked the initiative of putting American brand names on P&G's international products, however buyers in Germany and Hong Kong did not recognize brands such as “Pantene”, and “Dawn”, and international sales plunged. Jager strived to acquire drug makers Warner-Lambert and American Home Products however, ignored the plan due ...