Organizational behavior Terminology and Concepts


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An organization is made up of both human and non-human resources working towards the achievement of a common set of objectives and goals. The concern of organizational behavior includes aspects regarding the way organizations affect individual behavior and how these individuals affect organizations. Some of the key concepts and terminology relating to organizational behavior will be examined.


A given set of values that people living at any place believe in is referred to as culture. In an organizational setting, culture refers to the values and rules that are applicable to each and every employee. There are three levels of organizational culture with the lowest level being artifacts and behaviors. These aspects are the most tangible ones within an organizational culture, and they mainly comprise of the outer behavior of employees and the displayed layout of a workplace. Values are tangible since they are responsible for influencing the behaviors and assumptions of employees. They define the next level of an organizational culture (Harris and Hartman, 2001).

The topmost level of organizational culture comprises of assumptions and beliefs. This level represents the most intangible and fundamental aspect of an organizational culture. It takes a long period of time for employees to adopt certain assumptions and beliefs but once they adopt them, they become strong and influence the values and behaviors of other employees within the organization. Creating a good organizational culture is of the essence.

Through effective organizational leadership, the management team can come up with a good organizational culture that is symbiotic, harmonious and realistic. Efficiency and teamwork are fostered by an organizational culture whose foundation is mutual respect (Keyton, 2005).

There is a link between organizational culture and behavior because behavior is influenced by organizational culture and vice versa. The study of the way individuals behave in an organization is referred to as organizational behavior. The area of organizational behavior falls is part of the management field. Managers study organizational behavior with the aim of comprehending employees behavior, the reasons behind the observed behavior and the ways to improve inappropriate employee behaviors.

Organizational behavior tends to prove the fact that it is possible to have a mutual understanding and satisfaction between the management and employees. For an organization to be successful there should be employee motivation and a common goal or vision (Harris, 2001).

The variations of values, age, education, gender, culture expectations, ethnic groups and working habits within an organization is referred to as organizational diversity. By embracing organizational diversity, there is nurturing of both tangible and intangible variations into part of the organizational culture. Several organizational cultures advocate for diversity.

There is reduced resistance to change when organizational members accept the fact that diversity promotes progression and innovation in an organization. The benefits of organizational diversity include openness to new innovations and ideas as well as increased competitiveness (Keyton, 2005).

The informal and formal means through which information is passed across the network of employees and managers within an organization is referred to as communication. Effective communication should booster employee satisfaction, promote customer relations, enable knowledge-sharing throughout the entire organization and finally encourage competitiveness.

Communication is supposed to be a continuous and systematic procedure that allows interested parties within an organization to learn aspects that they need to know and understand. It is important to encourage a form of communication that is open and free in organizations. Moreover, communication has to be understandable and easy (Keyton, 2005).

The organizational behavior and culture of Nokia Company will be examined as an example. The mission of the organization is to foster the skills and abilities of people of diverse lifestyles and backgrounds to achieve success. The organization also believes in cultural diversity as the key to success. To show its commitment to diversity, Nokia gives equal opportunities to all employees regardless of their cultural beliefs, values and ethnic groups.

The company also seeks benefits and respect from cultural and ethnical differences. Diversity is an integral aspect of Nokia’s values and ways. The ways and values of Nokia include openness towards everyone, speed and flexibility that helps in the decision making process and nourishing of new concepts and ideas (Jones and George, 2007).

The company has a clear vision, common principles of management and common objectives. The clear vision is what maintains the company at the topmost level in terms of its competitors. Through communication and brainstorming, there has been passing on of the company’s vision to the bottom management levels. Conveying of the organization’s corporate objectives has been with the aid of tough internal Public relations practices.

There are several rules that have been laid form and that form a basis for a common link and common philosophy among all employees. Finally, Nokia has implemented several innovative measures within its employees, and this has created an opportunity for growth and development as well as creating a positive employer image (Jones and George, 2007).

In conclusion, the type of organizational culture and behavior determines whether an organization becomes successful or not.


Harris, O. J., & Hartman, S. J. (2001). Organizational Behavior. Routledge

Jones, G. R., George, J. M. (2007). Contemporary Management. McGraw-Hill/Irwin

Keyton, J. (2005). Communication and organizational culture. A key to understanding work experiences. SAGE.


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