Organizational Behavior Importance
Organizational behavior is the study of how organizations can be structures more effectively, and how several events in their outside situations effect organizations. Learning about organizational behavior in today’s business environment could help managers build up a better work related understanding of themselves and their subsidiary.
With this knowledge managers can achieve a successful career. Since a manager needs to get his job done by the others, to have an organizational behavior skills become a valuable talent.
As the environment of business is always changing, the role of the managers has become more sensitive. In order to know how to handle a new workforce, and deal with the
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Bradford pointed out three major distinctions between an old static organization and new organization powered by Interpersonal Dynamics (cited in Zich, 1998). First, in old organizations, machinery used to be considered as a primary asset, and in order to maximize productivity the managers needed to concentrate on 100% usage of those machinery. Later, people became the most important asset of the new organization and organizations are finding ways to use the "whole person". According to Bradford, within last ten years, usage of human capital raised from 20 percent to 40 percent. Second, in the new organization everyone is responsible for the whole process. The old organizational attitude was "you are responsible for your area and I'm responsible for mine and if you screwed up, that helps me to look better." But the new organizational attitude is all about "powering up", according to Bradford, "increasing the total power of each individual, every unit, and the entire organization." Old organizational layers are slowly melting together and the words 'superior' and 'subordinate' are becoming obsolete. For example, in my company, everyone has the same title 'benefits consultant' and the difference between managers and consultants is defined by the word 'senior'. Finally, in the old organization it was always presumed that the bosses know the solution to all problems; according to Bradford, "the traditional organization is anti-learning." In the old