Past services research has focused almost exclusively on the behavior of service employees and excluded the consumer's role in this dual social process.
Leadership and Organizational Behavior Organizational Behavior OB is the study and application of knowledge about how people, individuals, and groups act in organizations.
It does this by taking a system approach.
That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system.
Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guidethis paper will focus on a few parts of OB: Elements of Organizational Behavior The organization's base rests on management's philosophy, values, vision and goals.
This in turn, drives the organizational culture that 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 outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.
Models of Organizational Behavior There are four major models or frameworks that organizations operate out of, Autocratic, Custodial, Supportive, and Collegial Cunningham, Eberle, ; DavisAutocratic — 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, benefits, and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.
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.The human resource management function — the employment cycle Keeping good employees is a significant task for managers in achieving the aims human resources needs before setting out to find the right person for the job.
Once a person is selected for a . Research indicates that job strain and repetitive and hazardous work conditions may have detrimental effects on physical health. Stress experienced and perceived can affect one’s psychological well-being.
Using the same employee culture of companionate love scale we used in this study, we found that employees’ ratings of the culture of companionate love were significantly positively correlated with one-item measures of job satisfaction (r, p.
In my job employees are divided in different department but still work together in order to bring a great and unique outcome. As example in my company we have the jewelry department, every month the department has an event that has a cost goal to meet.
Project Report on Job Satisfaction of Employees Introduction towards Project Report Job Satisfaction: The father of scientific management Taylor's () approach to job satisfaction was based on a most pragmatic & essentially pessimistic philosophy that man is motivation by money alone.
Quality of work life is associated with job satisfaction, job involvement, job security, productivity, health, safety, competence development, professional skills, balance between work .