Most organizations today use a time-oriented, situation-oriented, problem-solving, engagement and support-oriented model of assessment and modification. However, many organizational behavior experts believe that there is still need for the use of an organizational behavior perspective. To illustrate, an organization’s goal-setting process may focus on solving a problem in order to attain a goal. However, the organizational behaviorists believe that it is important to have the goal-setting process take into consideration the people who will be affected by the achievement of the goal. The goal-setting process should take into consideration the performance management function, and other factors that will affect performance.
Organizations with high performance management functions will generally attract individuals who are conscientious, dedicated, flexible, committed and well-organized. These individuals will also be able to give their best. If you observe groups functioning in an organizational behavior framework, you will see that they work together in the interest of the organization where they work. That’s why, even if the individuals may have diverse occupational titles, they will perform systematically and effectively within the same framework.
In order to facilitate better group performance, it is important for an organization to have a system for periodically reviewing and analyzing performance. This is where journaling and a systematic study of performance should start. Journaling helps to set the tone of the organization. It helps to build relationships between colleagues and helps them remember important events that have taken place within the past. On the other hand, a systematic study of performance helps the organizers to see what areas need help and how they can make improvement in performance. Finally, it helps to establish a sense of direction so that individual members know where they want to go within the organization.
Journaling, however, is only one part of the picture. To help groups act within the organizations where they work, it is also important for the organizers and leaders to provide consistent feedback. The leader should encourage good performance and set clear goals, but should do this in a supportive, encouraging, but not authoritative way. Leaders should also understand that there are times when constructive criticism is inappropriate, especially when it is aimed at someone’s ego or personal success. Leaders should avoid becoming too controlling.
In order to get the best possible results from the goal-setting process, teams need the help of individuals who understand goal-setting well. These people should have an idea of how goal-setting works and what makes goals effective. They should be involved in the development of the process as well as monitoring the progress of the teams as the goal-setting process takes place. This way, they will be able to give clear feedback and help the teams in realizing their goals.
The willingness of employees to try new ideas and take responsibility for their actions is a very valuable trait. All employees should be encouraged to express themselves creatively. However, there is a big difference between constructive and destructive behavior. A team that lacks creativity and self-reflection will likely fail to meet its goals. For this reason, leaders must be very careful about defining destructive behavior and should discourage employees from exhibiting such behaviors.
In conclusion, many organizations have seen improvements in their organizational behavior after putting into place good approaches for problem solving, setting goals and creating and maintaining effective conflict resolutions. However, there are still some groups that have difficulty with change and they seem to resist almost all kinds of changes. This does not mean that they are irrational or even that they do not care about the company. It just means that these groups have a personality issue related to the type of behavior that is characteristic of the group.