ORGANIZATIONAL BEHAVIOR

Organizational behavior is the study of individuals and their actions within the context of the organization in a workplace setting. It is an interdisciplinary field that includes sociology, psychology, communication, and management; and it complements the academic studies of organizational theory (which is more macro-level) and human resource studies (which is more applied and business-related). It may also be referred to as organizational studies or organizational science. The field has its roots in industrial and organizational psychology

ELEMENTS OF ORGANIZATIONAL BEHAVIOR

The organization's base rests on management's philosophy, values, vision and goals. This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcomes are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.

FOUR MAJOR MODELS OF ORGANIZATIONAL BEHAVIOR

There are four major models or frameworks that organizations operate out of, Autocratic, Custodial, Supportive, and Collegial (Cunningham, Eberle, 1990; Davis ,1967): 

Autocratic: The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal. 

Custodial: The basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.

Collegial: The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.

Supportive: The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives.

Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping in the other models. 

The first model, autocratic, has its roots in the industrial revolution. The managers of this type of organization operate mostly out of McGregor's Theory X. The next three models begin to build on McGregor's Theory Y. They have each evolved over a period of time and there is no one best model. In addition, the collegial model should not be thought as the last or best model, but the beginning of a new model or paradigm.

How to Prevent Repetitive Stress Injuries (RSI)

Offices are considered a very low-riskenvironment for injury, at least compared with construction, factory and other jobs. But that doesn't mean physical problems don't happen. Although acute injuries are easier to diagnose and treat than the chronic arm pain that many computer workers suffer from, it’s just as important to take precautions for repetitive stress injuries. 

 General tips to prevent RSI

• Take regular breaks from the repetitive task that you are undertaking. If you are computer based, you could set yourself reminders to take breaks at regular intervals. Reminders can usually be setup using your email client or alternatively there are various forms of specific RSI software that is designed for this job
• Regularly stand up and stretch as well as stretching your arms and wrists and also straighten your fingers
• If you are office based try to look at objects in the distance occasionally rather than continuously starring at a computer screen
• It is important that you listen to your body. If you feel fatigued, take a break before you begin to experience any RSI symptoms
• Learn muscle relaxing breathing techniques such as diaphragmatic breathing
• Try to keep in as good physical shape as possible and eat and drink healthily
• Do not smoke as smoking can adversely affect blood flow

Tips to prevent RSI in the office workplace 

It is not only in your employers’ interests to attempt to prevent repetitive strain injuries amongst staff, but it is also a legislator requirement in many countries. Your employer should have guidelines for the prevention of RSI injuries in the office – here is our list of RSI do’s and don’ts in the office environment. 

• Ensure that your workstation is ergonomically sound. This will involve adjusting the height of your chair so that it is relative to the desk and so that you have lumbar support
• When seated attempt to retain a good posture (no slouching!) Ideally your head and back should form a straight line from your ears to your pelvis
• When typing you wrists should not be bent to one side, try to keep them pointing in a straight line with your forearm
• Try not to hit the keys on your keyboard too forcefully
• Learn to touch type is possible. This will involve using all of your fingers which will lessen the load of typing across all fingers and it will eradicate the need for having to constantly focus on your keyboard
• Learn all the computer keyboard shortcuts to save you from unnecessary typing
• Do not grip the computer mouse tightly and have it located close to your keyboard so you do not need to stretch
• An option maybe to consider a trial of voice recognition software to cut down or even eradicate the need for typing entirely
• Ensure that the office is heated appropriately
• If you use the telephone regularly you should obtain a headset rather than attempting to balance the headset between your ear and shoulder whilst typing
• Use ergonomic equipment

The Value Of Exit Interview

An Exit interview is an interview conducted by an employer of a departing employee. They are generally conducted by a relatively neutral party, such as a human resources staff member, so that the employee will be more inclined to be candid, as opposed to worrying about burning bridges. Exit interviews are conducted by paper and pencil forms, telephone interviews, and in-person meetings or online through exit interview management systems. Some companies opt to employ a third party to conduct the interviews and provide feedback.

Sometimes the circumstances as to why an employee leaves can’t be influenced by the organization. The exit interview may be conducted through a variety of methods. Some of the methods include: in-person, over the telephone, on paper, and through the Internet. Exit interviews are a start in the right direction to work towards achieving this. Generally exit interviews are not contemplated until an employee resigns, however used wisely and correctly can be a very helpful and practical tool for your firm moving forward.

There are occasions where an employee leaving can be beneficial to an organization. For example, it could provide the opportunity for new skills to be brought into the business to meet a new business need; or allowing a high performing employee to replace a poor performing employee. It gives a business the opportunity to make positive changes, for example, restructuring or re-designing jobs to meet business objectives. In these circumstances the costs of replacing the employee do not come into play but it is still useful to gain feedback from the departing employee about their experience working for the organization. 

In conclusion the process of an exit interview is possibly your last opportunity to gain valuable information from the exiting employee about your work culture, office environment and the effectiveness of your internal procedures. Advise the employee of why the organization wants them to participate and what the information will be used for.  Advise the employee that what they say will not prejudice their remaining time in the business or any reference the business may provide. By doing this the employee will feel more comfortable about being up front with their feelings, opinions and ideas without the worry of negative repercussions.

Servant Leadership

Servant leadership is a philosophy and practice of leadership, coined and defined by Robert K. Greenleaf (Born 1904 in Terre Haute, Indiana; died in 1990) and supported by many leadership and management writers such as James Autry, Ken Blanchard, Stephen Covey, Peter Block, Peter Senge, Max DePree, Scott Greenberg, Larry Spears, Margaret Wheatley, James C. Hunter, Kent Keith, Ken Jennings, Don Frick and others. Servant-leaders achieve results for their organizations by giving priority attention to the needs of their colleagues and those they serve. Servant-leaders are often seen as humble stewards of their organization's resources: human, financial and physical.

Characteristics of the Servant-Leader

Listening:Leaders have traditionally been valued for their communication and decision-making skills. While these are also important skills for the servant-leader, they need to be reinforced by a deep commitment to listening intently to others. The servant-leader seeks to identify the will of a group and helps clarify that will.

Empathy:The servant-leader strives to understand and empathize with others. People need to be accepted and recognized for their special and unique spirits. One assumes the good intentions of coworkers and does not reject them as people, even if one finds it necessary to refuse to accept their behavior or performance.

Healing:One of the great strengths of servant-leadership is the potential for healing one’s self and others. Many people have broken spirits and have suffered from a variety of emotional hurts

Persuasion:Another characteristic of servant-leaders is a primary reliance on persuasion rather than positional authority in making decisions within an organization. The servant-leader seeks to convince others rather than coerce compliance.

Conceptualization:Servant-leaders seek to nurture their abilities to “dream great dreams.”The ability to look at a problem (or an organization) from a conceptualizing perspective means that one must think beyond day-to-day realities. For many managers this is a characteristic that requires discipline and practice. Servant-leaders are called to seek a delicate balance between conceptual thinking and a day-to-day focused approach.

Foresight:Foresight is a characteristic that enables the servant leader to understand the lessons from the past, the realities of the present, and the likely consequence of a decision for the future. It is also deeply rooted within the intuitive mind. Foresight remains a largely unexplored area in leadership studies, but one most deserving of careful attention.

Clearly, leadership is an issue that affects all of us. Not only are we impacted by it, but also, we are all called upon to exercise it. Whether we are called upon to be involved in leading government or business, guiding young minds, leading a family, standing for what is right, or organizing a dinner, a carpool, or a household, everyone has a leadership role to play. We are each thrust into many different leadership roles again and again, throughout our lives. We are each called upon to be custodians of what is right and good, lasting and of value, for those in our care.