Organizational Behavior Terminology and Concepts Paper

953 Words Oct 30th, 2012 4 Pages
Organizational Behavior Terminology and Concepts Paper The success of an organization depends on many factors to include management, leadership, and various departments within the organization. The hidden factor of an organization’s success is the organizational behavior and culture. The way the business determines the values on people and principles within describes the organizational culture. One will define the organizational behavior and culture in the workplace along with how diversity and communication relate to the outcome of both culture and behavior.
Organizational Behavior: The definition of organizational behavior (OB) from the textbook (Schermerhorn, Hunt & Osborn, 2008), describes OB as the study or learning of many
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The value on people and the programs determines the organizations culture. Organizations that place most of the emphasis on making profits and fewer values to the people are less likely to succeed as well as the company that understands the need to put emphasis on the quality and the performance alongside with making profit. The book (Schermerhorn, Hunt & Osborn, 2008), describes organizational culture in three layers. The first layer is the observable culture or how one would describe as the interpretation of how things are done at the workplace by the employees. The second layer is to become familiar with the shared values and understanding how those values can have a vital role when connecting different people together for finding and using dominant motivational methods for the people belonging to the culture. Consultants for various firms stress the importance of creating powerful shared values even if those values are not agreed upon by everyone belonging to the group, but as long as each member has some exposure to the values and know that the values are important to the success of the company. The third layer is the cultural assumptions. The cultural assumptions are best described as the truths taken-for-granted by the members of corporate and are shared by the members because of the experience each member brings to the organization. The patterns each member has are very difficult to break or isolate, and doing so may enlighten how

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