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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
Organizations do not succeed or fail people do. Organizations are intimately
associated with people who are living and changing; therefore human behaviours must be
considered and understood within the dynamics of the formal organization (Ahuja, 1990).
Hence the filed of organizational behaviour helps managers both deal with learn
from their workplace experiences. Managers who understand organizational behaviour
are better prepared to know what to look for in work situations, to understand what they
find, and to take or help others to take the required action. This is a process for which
physicians are carefully trained. When giving a physical exam, a doctor systematically
asks questions and is quick to note where one condition (such as a recurrent facial sore
may be symptomatic of a problem that requires further medical attention (treatment for a
small skin cancer). Instead of sores and headaches, managers, action indicators typically
deal with the performance accomplishments of people at work, their attitudes and
behaviours, and events that occur in the work unit, in the organization a hole, and event
in the external environment. Good management is able both to recognize the significance
of these indicators (for example, an increase in turnover among employees) and to take
constructive action to improve things as a result of this insight (such as updating benefits
and incentive pay schemes). Good managers add value to an organization. However,
good managers must be able to identify, manage and modify the behaviour of other
member of the organization is this added value from managerial activities is to be
realized (Baron, 1986).
Fundamentally, however, any manager should seek two key results for a work
unit or work team. The first is task performance, the quality and quantity of the work
produced or the service provided by the work unit as a whole. The second is human
resources maintenance, the attraction and continuation of a capable work force over time.
This later notion, while to often neglected, is extremely important. It is not enough for a
work unit to achieve this high performance on any given day: a work unity must be able
to achieve this high performance every day, both now and in the future (Christensen,
1994).
Indeed, the two results can be seen as the criteria of an effective manager that is, a
manager whose work unit team achieves high levels of task accomplishment and
maintains itself as a capable workforce over time. This concept of the ‗effective
Manager‘ is an important framework for understanding the insights of OB and for
developing your personal managerial skills.
Organizations are changing now, and they will continue to change in order to
survive and prosper in a complex environment. We see organizations downsizing,
forming alliances, creating new structures, going global, engaging in joint ventures and
employing every more sophisticated technologies and they attempt to deal with
competitive pressures. We see organization pursuing productivity gains, empowering
workers, pressing for innovation, and trying to adapt them to best fit changing times
(Dolan, 1994).
There is no doubt about it; the directions are clear; the future is there. But in
order to succeed, managers must be willing to step forward and make the personal and
organizational changes necessary to secure it. Indeed, some consultants and authors are
questioning the very term manager. They believe that the changing nature of
organizations in the new work place may make the term coordinator, or perhaps coach or
facilitator, a more apt description of the role. However, regardless of the term used, the
COPY RIGHT © 2011 Institute of Interdisciplinary Business Research
JANUARY 2011
VOL 2, NO 9
487