Please enable JavaScript.

Coggle requires JavaScript to display documents.

ORGANIZATIONAL BEHAVIOR - Coggle Diagram

- - - - b. Organizational Climate: The concept of motivation at the individual level leads to the concept of organizational climate, at the company level.
        Human beings are required to continually adapt to a wide variety of situations to meet their needs and maintain emotional balance.
        This can be defined as a state of adaptation. The inability to meet these primary and secondary needs causes many adaptation problems.
        A good adaptation denotes good mental health. One way to understand what mental health is is to know its basic characteristics:
        • Feel good about yourself
        • Feel good with others
        • Being able to face the demands of life alone.
        
        The organizational climate is the internal environment existing among the members of the organization, which is closely linked to the degree of motivation of the employees.
        The motivational climate allows to establish satisfactory relationships of animation, interest, collaboration, etc.
        When motivation is low, either due to frustration or an impediment to meeting needs, the organizational climate tends to cool down, depression, disinterest, apathy, discontent are observed, until reaching situations of aggressiveness, agitation, disagreement, etc .; characteristic of situations in which employees openly confront the company (cases of strikes or rallies).
        
        The organizational climate refers to the internal environment existing among the members of the organization, it is closely linked to the degree of motivation of the employees and specifically indicates the motivational properties of the organizational environment, that is, those aspects of the organization that trigger various types motivation among members.
        It is favorable when it provides the satisfaction of personal needs and the elevation of the morale of the members, and unfavorable when it fails to satisfy those needs.
        The organizational climate influences the motivational state of people and vice versa.
        
        c. Immediate work environment: This influences the attitudes and actions of colleagues and supervisors, as well as the atmosphere they create.
        Peer groups in the work situation can profoundly influence motivation and performance.
        Almost everyone wants friendship and approval from co-workers and will conduct themselves in accordance with the group's norms and values.
        Immediate supervisors profoundly influence employee performance with their example and instruction, as well as with rewards or punishments that range from praise, salary increases, promotions, to criticism, firings, and demotions.
- - - - Within this traditional conception of man, the functions of the administration are:
        • The administration is responsible for the good use of all resources but not for the final results or goals.
        • Management directs the efforts of subordinates, controlling their actions and modifying their behavior to meet the needs of the organization.
        • Without the active intervention of the administration, people would remain passive in front of the organization's needs, they would even resist meeting them. People must be persuaded, rewarded, punished, coerced and controlled to carry out their tasks.
      - b. Theory Y, the new conception of management: It is based mainly on the assumptions of human motivation:
        • Physical or mental effort in a job is natural. People do not feel that work is unpleasant unless the conditions of the work are a source of dissatisfaction or punishment for which they may tend to avoid it.
        • External control, threats, and punishments are not the only means to get people to strive for company goals.
        • Entrusting tasks to others or delegating authority is a way to reward.
        • If conditions are favorable and adequately controlled, staff are able to learn to assume responsibilities and accept them with pleasure.
        • Most people have a high degree of problem-solving skills and this is not typical of a few.
        • The full potential of the human being is only partially used.
        
        According to this modern conception of man, the functions of the administration are:
        
        The administration is directed towards efficiency and effectiveness.
        
        The administration does not create the motivation, the potential for development or the capacity to take responsibility; the administration is responsible for providing the conditions for people to recognize and develop these characteristics for themselves.
        
        The main task is to create organizational conditions and methods by which people can achieve their own goals and also direct their efforts to the objectives of the organization.
        
        The application of the management style according to theory Y would be:
        • Decentralization and delegation: Allow all people to get involved in their activities, trace the paths and take responsibility for the consequences of their actions. This also contributes to the satisfaction of your highest individual needs.
        • Expansion of the position and greater significance of the work: The reorganization, redesign and expansion of the position stimulates the acceptance of responsibility and the satisfaction of social needs and self-esteem.
        • Participation and consultative administration: It tends to stimulate and direct creative energies in addition to the achievement of the organization's objectives.
        • Self-evaluation of performance: In some companies it has been successfully experienced that the same people formulate their own goals or objectives and periodically self-evaluate their performance against those objectives. The superior in this process exercises great leadership and is more dedicated to guiding and stimulating performance.
- - - - Consensus decision making is used to solve daily problems, the opinion of each employee is appreciated given their seniority and loyalty to the company.
        
        Another of the characteristics or particularities of the Japanese management style is with respect to the approach and resolution of a problem: a lot of effort and dedication is applied to ensure that the problem is well defined, clear and involves specific activities; there is a lot of communication before a decision is actually made.
        
        Another big difference is that in Japan employment is for life or for life, creating a family and community style business environment; where cooperation and mutual support are promoted; the company is like a community. There is a sincere concern for the worker as an individual person as a whole being.
        
        In America, especially in the United States, some practices of this Z management style have been tested with some modifications.
        Companies such as IBM and Hewlett-Packard have tested this Japanese philosophy, promoting interaction and group work and appreciating each human element as a complete human being worthy of consideration, respect and trust, in addition to creating and promoting a family and participatory climate.
        But still the decision-making and group responsibility that is typical of Theory Z has not been implemented.
- - - - In general, they found that productivity tended to improve due to social factors such as:
        Satisfactory interpersonal relationships between members of the work group (a sense of belonging), moral values and a management style that is interested in and understands human behavior, especially group behavior, in addition to promoting personal development with programs aimed at improve motivation and communication, an advisory management style.
        It is concluded then that productivity improves due to the fact of "paying attention" to people. This phenomenon is known as the "Hawthorne effect."
        
        The work of Mayo and his collaborators underscored the need for a greater and deeper understanding of the social and behavioral aspects of administration.