Organizational Behavior? INSTRUCTIONS The Literature Review: Abstract Assignment should be one paragraph that consists of 300 words or less that is

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Organizational Behavior

Abstract

This paper provides a comprehensive analysis of the research that has already been conducted on organizational behavior, leadership, and motivation. The organization's executive leadership will be analyzed about the corporate leadership, as well as any potential problems that may appear. Because the assessment would be carried out from the perspective of senior management inside the organization, gathering the requisite source material for this study requires significant physical observation and access to crucial data. The collected information will be reviewed with the help of a variety of organizational behavioral theories to conclude and, if required, to provide some suggestions.

Introduction

According to Tasselli (2018), organizations are human-created entities in which people interact and interdepend to achieve a shared purpose within a framework. An organization's aims may or may not be shared by every organization member. For an accurate assessment of organizational behavior, a systems perspective, and a knowledge of people-organization relationships in terms of the entire individual, group, organization, and social system are necessary (OB). Organizational behavior encompasses topics such as human behavior, leadership, and collaboration. Through the development of stronger interpersonal relationships, OB seeks to help people, organizations, and society accomplish their goals. To successfully analyze, influence, control, and manage organizational dynamics and results, one must thoroughly understand organizational behavior (OB).

A Systems Approach to Organizational Behavior

Interdisciplinary systems theory seeks to understand the nature of complex systems. Based on the necessity to comprehend the interdependence of species in ecosystems, biology devised a useful framework for investigating and defining any connection, network, or combination of factors that interact together to generate the desired result in the 1920s (Preskar,2020). The open systems approach, which has been widely praised for decades, is an excellent way to research organizational complexity. In systems theory, it is critical to remember that the sum of the parts surpasses the whole (Gagné, 2018).

Organizations as Open Systems

The inputs and outputs of an organization are interconnected systems. Organizational systems thinking emphasizes organizations' interconnectedness and interaction nature (Tasselli, 2018). Although corporate systems are complex, this does not mean that all activities take place inside the organization's boundaries. As he points out, the idea that these systems are self-sufficient and independent of their users is dangerous.

An open systems OB model is based on the idea that organizations acquire inputs from the outside world, updated and returned in exchange for new intakes. Firms must meet environmental standards on both the information and output sides (Latham, 2019). Customers, suppliers, shareholders, governments, and any other entities interested in the company are considered part of the firm's external environment.

Elements of an Open System Organization

External pressures may impact and change an organization's structure and functioning. A system is a collection of interconnected subsystems that work together to achieve a common goal. Organizations are ITO (input-transformation-output) systems because they employ resources to generate products and services; organizations are ITO (input-transformation-output) systems. These are the components of an open system organization: The external environment of an organization comprises the surrounding situations and events. A company cannot fulfill its goals unless it addresses an external force or entity.

Conclusions, Suggestions and Recommendations

Li (2019) says that organizations that fail because they can't adapt to change. This study looks at strategic organizational behavior (OB) factors that may affect the long-term success of organizations that care about World Heritage properties. Organizations must be aware of change while it is still possible to act on it if they want to be successful and last. Companies could lose money if they don't realize that successfully putting an organization's strategy into action depends on careful planning and strict OBM principles. Historic organizations will have long-term success and sustainable growth if their managers are committed to achieving their goals within the OBM framework.

Latham (2019) feels that the field of Organizational Behavior (OB) is disinterested in theory building and prefers to accept or adopt a range of theoretical approaches. Organizational Behavior is defined by pragmatism and a focus on application. Therefore, it stands to reason that this is the case. Another issue concerns the study's conclusions' application and trustworthiness in the real world (Li, 2019). Martin believes that cosmic generalizations should not be based on the findings of a single, inconsequential sample. There must be an accurate examination of the situation, understanding that there may be a large amount of new material to investigate. Even if Martin is faithful in principle, his disdain for most of the research performed in this manner diminishes the value and impact of any study that exposes even a critical facet of the issue under investigation.

Furthermore, Latham (2019) observes that OB research often examines publications, ideas, and case studies from the viewpoint of Western developed nations. Contributions from developing nations, as well as those authored in languages other than English, are underrepresented. Therefore, the issue is approached from a restricted viewpoint. National cultural norms influence workplace behavior, which must be considered. However, it should be noted that many South African institutions are somewhat westernized. As emphasized in the evaluation of Best Practices in World Heritage sites, examples from African nations are limited, perhaps owing to poor management or inaccurate record-keeping.

References

Gagné, M. (2018). From strategy to action: transforming organizational goals into organizational behavior. International Journal of Management Reviews, 20, S83-S104.

Latham, G. P. (2019). Perspectives of a practitioner-scientist on organizational psychology/organizational behavior. Annual Review of Organizational Psychology and Organizational Behavior, 6, 1-16.

Li, Y., Lu, Y., Cui, Q., & Han, Y. (2019). Organizational behavior in megaprojects: Integrative review and directions for future research. Journal of management in engineering, 35(4), 04019009.

Preskar, M., & Žižek, S. Š. (2020). The effect of organizational culture on organizational energy. In Recent Advances in the Roles of Cultural and Personal Values in Organizational Behavior (pp. 36-54). IGI Global.

Tasselli, S., Kilduff, M., & Landis, B. (2018). Personality change: Implications for organizational behavior. Academy of Management Annals, 12(2), 467-493.

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