Organizational behavior: Case study

Thèmes abordés

Organizational behavior, Stephen P. Robbin, leadership

Résumé du document

Individuals act differently in accordance with their situation. A group is composed of a minimum of two people. Two types of groups have been identified by Stephen P. Robbin (1996) - a formal and an informal group. The formal one is one in which people's behavior is identified by the organization through assignments for example and the informal one has nothing at all to do with the organization and is not structured.

The leadership concept has become increasingly important over the years for an organization. Consequently, psychology's basis requires some update in order to identify more effectively the transformations within an organization especially
the ones affected by globalization. This is why when it comes to human conflicts the leadership question is regularly questioned. Obviously those questions are not new. However the context makes them more relevant.

Extraits

[...] (1992). The individual, work and organisation. Behavioural studies for business and management 2nd ed. London, Weidenfeld and Nicolson. Fincham & Rhodes (1999). Principles of Organisational Behaviour.3rd Edition. Oxford. Font, A. La théorie des besoins : Maslow. From: http://andre.font.free.fr/Font/maslow.htm Gignac, G. Loranger, M. (2002). [...]

[...] They have also to adapt them at the personality of everybody. This is for this reason, like we say before, human resources have a paramount importance when they hire somebody, how they manage the conflicts and they make sure that personalities correspond to the culture of the enterprise. Conclusion This paper has provided an overview of an individual's behavior within an organization based on theories and diverse concepts. Leaders and followers, as it is explained in the second part, face different problems. [...]

[...] La théorie triarchique de l'intelligence de Sternberg. Retrieved Januray From: http://www.aqps.qc.ca/public/publications/bulletin/04/04-01-02.htm Grandz, J. (2005). Ivey Business Journal: the leadership role. Retrieved February 2005. [...]

[...] In many cases, our interpersonal skills have deteriorated as our technical skills and support develops. We have lost the art of talking to each other in a work environment. A 2003 national representative survey, HOW-FAIR, revealed that Americans think that 'being a team player' and successful teamwork are the most important factors in getting ahead in the workplace and this has subsequently become true of many in the UK workplace. This was ranked higher than several factors, including 'merit and performance', 'leadership skills', 'intelligence', 'making money for the organization' and 'long hours'. [...]

[...] It is important to link an individual's personality characteristics with the job. In order to manage individual differences within an organization it is important to match their personality with their position in the company. By doing the above, it will automatically follow that employees will respond in a positive manner thus encouraging a positive attitude. The result would probably provide productive and satisfied employees. Indeed personality has a direct impact on behavior and constitutes a vital notion to understand individual differences. [...]