ORGANIZATIONAL BEHAVIOR

Organizational behavior



Abstract

Many surveys converge to demonstrate that the failure rate of mergers and acquisitions is extremely high; one of the main causes of failure is referred to the underestimation of the human dimension. Indeed, managers often do not think in terms of organization and man resulting in major human dysfunctions and expensive as we have seen that could jeopardize any attempt at reconciliation. A successful merger is based on the existence of a vision that translates into a joint development project, an effective organizational structure and organizational culture adapted to the human resource management. It therefore seems important that stakeholders understand the benefits of consolidation and strive to achieve all the objectives. In terms of human and social management, it should anticipate and identify changes necessary to the success of the operation. The creation of the new company requires mixed teams and maintaining a certain balance in the composition of working groups, allocation of responsibilities and assignments of employees. Given the interests of different actors, communication plays an important role: it must be progressive, monitor and facilitate the progress of the project. Moreover, it should initiate the cultural changes, because each party generally seeks to enhance its methods, tools and management style. Creating a new culture that integrates the positives of each culture avoids conflicts. From this perspective, the association of firms of different nationalities is an additional source of difficulties. Differences in corporate cultures are thus added the cultural differences between countries (Egg 2000). The organizational integration, which is closely related to national culture and organizational culture associated entities, is an important key success factor of mergers. The establishment of a new organizational structure effective is indeed likely to improve the performance of transactions

Organizational behavior

Introduction

Organizational behavior is the study of human behavior in the heart of the organization. It is a discipline in which we seek to better discern actions and behavior of individuals and groups, interpersonal interactions, and mechanics of the organization. Management of organizational behavior is an important aspect for an organization in this world of fierce competition. In the management of organizational behavior, the manager's role is of fundamental importance and helps senior management in facing new challenges for the company's strategic, organizational behavior. A manager must be able to achieve work objectives with the team maintaining their motivation and commitment to the company. Planning, organizing, directing and controlling it will be four principal functions within the company (Gibson 2000). The cultural perspective states that in business there are some values and a subculture that provides the framework in which workers are developed. As long as this framework is coincident with the values of each individual who is the organization, this will achieve lower turnover and greater commitment (Booth, 2004).

Discussion

An acceptable definition of organizational behavior is “Organizational behavior is a field of study that investigates the impact that individuals, groups and organizational structure have on behavior within the organization, for the purpose of applying such knowledge towards improving organizational ...