Organizational behavior is defined as “a field of study which focuses on the behaviors, attitudes, and performances of people within an organization” (p. 3). Thus organizational behavior factors are either inherent values or influences derived from the work environment. Michael Lee Vasu, Debra W. Stewart, and David G. Garson, noted that organizational behavior is “especially concerned with the influence of both the formal organization, and the informal organization on the employee, the effect of employees on the organization, and the work environment’s effect on both” (p. 3).
In the agency that I am with, leadership has been the most significant and the most dominant influence. Leadership according to Vasu, Stewart and Garson, “is a major topic in public and business administration” (p. 89). Success of any endeavor is always credited to good leadership as well as failure. They point out that leadership in the upper management, rest upon the presidents and CEOs, who are the decision maker and leading the company towards meeting its objectives, and making sure that the company policies and values are being implemented according to their blueprint.
Bernard M. Bass and Bruce J. Avolio assert, “Much of the leadership displayed by upper level management is expected to be at the higher end of the full range of leadership, that is, transformational” (p. 91). Because the upper level management can decide on the status of the employee, and have control on the money resources, they become very influential in the agency. Upper management therefore is more concerned on the transformation of the agency towards a more competitive and active force in pursuing its own goals and objectives in the society.
Leadership in the Middle and lower management, rest upon the supervisors and line leaders who execute supervisory level management in order to carry out the mandate of the upper level management. Another important factor is culture in the agency. Bass and Avolio noted that “it is not surprising that an organization’s culture—the beliefs, values, and norms shared by organization’s or agency members—affect the functioning of teams with in them as well as groups in general” (p. 49). They point out that organizational culture …figures most prominently in the effectiveness of those work teams.
It also help identify the purpose and reinforce the alignment around a central mission and or vision” (p. 49) Culture then provides a positive influence on the agency or team members, as they tend to rely on the organizational culture to establish and clarify the values and norms that will guide their actions. Vasu, Stewart and Garson argued that “research in both public and private sector underscore the fact that organizational culture concretely influences what happens in the organization” (p. 266).
Bass and Avolio contend that the organization’s cultural values and norms support accomplishing the team’s tasks or goals. On the hand, the system in the work place or agency is usually created by the management. Thus it is often called the management system. Vasu, Stewart, and Garson defined it as “the coordination of human and capital resources to achieve specific organizational outcomes or goals” (p. 286). They said that in a system, organizational inputs are transformed into organizational outputs through management which is the mechanism employed to effect this transformation.
In other words, a system is a tool used to link the organization’ strategic planning process to its operational units and processes’ (p. 286). Thus it too occupies an influence in the agency as every one finds it more comfortable to work if the is a system employed in the organization or the agency. Stakeholders play some influence too but it is much lesser compared to the discussion above, and it depends on the situations. The influence of these factors in the agency notably leadership creates a pattern of working relationship which insure the achievement of the agency’s goals and objectives.
It provided the responsibility and accountability of every one in the agency to do their assigned task effectively and to recognized relationship patterns based on the hierarchical structure of leadership. This influence is positive because it instill values that are important not only in the individual character, but in the company as well. These values, like doing work well, hard work, and respect for co-workers and those in higher positions, creates a positive mental attitude that brings out the best that they can do.
Therefore it results to high productivity and a better performance. Effective upper management leadership therefore and all other factors discussed above provides a positive influence that can boast performance and enhance a better working relationship within the agency. Neil Ashkanasy, Celeste P. M. Welderom, and Mark Peterson, point out that climate is shaped substantially by behaviors of the supervisors, such as listening fully and giving recognition or otherwise being positive about employees attempts at contributions” (p. 35)
What the management needs to do to improve organizational climate is that the government must drive out fear “from the work place because it is debilitating to the kinds of work required for quality” (p. 235). The management must rely on trust principles, as it is important not only in quality management but also in organizational development. Further more the management should strictly denounce hypocrisy in all its various forms and promote a policy of transparency, not hiding the impending from the employees.
In this way the organizational climate can be improve. Work Cited Ashkanasy, N. Welderom, C. P. M. & Peterson, M. F. (2000). Hand Book of Organizational Culture and Climate. USA: Sage Publication. Bass, B. M. & Avolio, B. J. (1998). Improving Organizational Effectiveness Through Transformational Leadership. USA: Marcel Dekker, Inc. Vasu, M. Stewart, D. W. & Garson, D. G. Organizational Behavior and Public Management. (1994). USA: Sage Publications.