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Organizational Behavior And Concepts

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Autor:  anton  25 April 2011
Tags:  Organizational,  Behavior,  Concepts
Words: 1022   |   Pages: 5
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Organizational Behavior and Concepts

Every successful company realizes that one of the most valued assets within the business is the people. “To attract and retain the best qualified people available without regard to race, color, religion, national origin, gender, sexual orientation, gender identity, age, or disability” (Boeing, 2006, p. 2) . Companies of today focus on continuous personnel development that is necessary to increase the value of an organization’s human capital.

The study of people within business is defined as organization behavior. Organizational behavior is the influences that affect people, decision-making, empowerment, ethics, environmental and social issues, diversity and commitment. In today’s business environment, companies strive to accomplish harmony within the organization with leadership, management, teams and individual employees to achieve desired goals and objectives (Schermerhorn, Hunt, & Osborn, 2005, p. 3).

Strong communications is essential for any business to achieve the mission, goals and objectives required to sustain market growth and increase in revenues. A company’s strategic direction is accomplished through the four basic functions of management: planning, organizing, leading and controlling. These functions are required regardless of the industry, organization or management level within a company. Employee commitment within the four basic functions will promote a strong team environment and business success (Schermerhorn, Hunt, & Osborn, 2005, p. 295).

A company’s strategic plan must clearly define the mission, vision, goals and objectives for all employees, customers, and publics to view. These ideas determine the plans a company implements to follow the objectives stated that will be required in obtaining the goals set. The mission and vision provide a sense of direction and principles the company prides their reputation on. The reputation of a company is established over years and can be attributed to factors like the quality of a product, the benefits provided to the workforce, and even the social or environmental contributions made to the communities where they do business (Schermerhorn, Hunt, & Osborn, 2005, p. 7).

The Boeing Company defines its mission as “People working together as a global enterprise for aerospace leadership” (Boeing, 2006, p.1). The proposed strategy that will enable Boeing to lead the industry revolves around running a healthy core business, inventing new products, services, and opening new markets in other countries. The company strengths will include focusing on the customer via understanding, anticipating, and responding to their needs. Boeing will concentrate on large-scale integration of systems designed and produced along with the promotion of a lean enterprise system.

Organizational cultures have emphasized that quality, continuous improvement, process orientation and customer/employee satisfaction along with community services will be a priority. This can only be accomplished if all levels of management in a company embrace and promote the theory, management style, education and training required for quality to be priority number one. Companies require employees to create and maintain personal development plans, charters, goals, and performance matrices to evaluate personal skills, improvements, ownerships and quality assessment tools (Schermerhorn, Hunt, & Osborn, 2005, p. 438).

The quality of a product or service relates directly to the inputs of processes used and people. Managers are responsible for overseeing these inputs and empowering their employees to be accountable for the quality of their work. A participative management style will encourage participation by the employees. This style will lead to new ideas and process changes being submitted by those who know best how to accomplish the task at hand. The pride and knowledge that is generated from this type of empowerment will ultimately lead to a higher quality. Upper management has the responsibility to monitor the company and ensure the values and goals they set are being promoted throughout the whole company. This process may involve surveys from employees, data processed from manufacturing, hosting round tables and most important by walking the floor and talking to individuals. This promotes the program being implemented and provides feedback on workers attitudes and commitment.

The Boeing Company quality management policy states; “Management is responsible for providing the leadership, resources, process management, training, and environment so that each Boeing person has the ownership, personal responsibility and accountability, and the capability to control and continuously improve the quality of their processes, products, and services” (Boeing, 2006, p. 2).

These changes for a participation style management require time, education, commitment and training. Managers will need to loosen the reigns and give workers more freedom to interact with other disciplines and departments in exchanging ideas and information. Managers must also be trained to fill the role of support and facilitator. The days of micromanaging must become obsolete if the system is to succeed. Educating workers on the importance of cost, quality, and schedule along with methods of tracking these statistics will create more interest in the business and they will feel they are an integral part of a team (Schermerhorn, Hunt, & Osborn, 2005, p. 454).

Companies view employees as valuable resources to the employer to manage, coach, coordinate with the employee the skills required to achieve higher worth within a company as a valuable asset. This is accomplished by the coaching and counseling the employee on many of the following requirements and skills;

• Continued Education

o Formal (college) and Informal (company/industry specific)

• Establish meaningful goals

• Multi-Tasking

• Multi-Disciplined

• Ethics

• Diversity

• Ownership/Decision-Making

• Performance Appraisal

In conclusion, empowerment of workers has created an environment of being responsible for their work. The skills and knowledge of the workers will be a key factor in the refining of this process. Upper management is responsible for providing support to all functions in this phase of implementation. The performance data collected is extremely useful in analysis to determine if process, procedures, operations, performance standards and training changes are required. Although the quality improvement process is never fully complete, the redesigning of this process will be highly beneficial and will provide further opportunities for improvement so that a company can continually excel in customer satisfaction, return on investment, efficiency, and sustained market growth.


Boeing Corporation. (2006). Retrieved on April 14, 2007

Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (2005). Organizational Behavior (9th ed.), New York: John Wiley & Sons, Inc. Retrieved May 12, 2007 from the University of Phoenix [Online] eResource:

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