Organizational Behavior Forces

Organizational Behavior Forces

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Introduction
Organizational behavior is a term based on perceptions and notions that individuals have about a company based on what they believe to have been demonstrated by the organization in the past. In any organization, there are several internal and external factors that affect these perceptions and impact the organizations ability to have success. Companies that embrace these elements instead of fearing them can use these factors to enhance productivity, improve efficiency, and increase profit margins. The purpose of this paper will be to analyze how internal and external forces impact organizational behavior in each team member's workplace. The forces that will be examined will include organizational mission, globalization, competition, and customer demand.
Organizational Mission
The term organizational mission refers to the core purpose or vision of the organization. This statement or vision expresses the very reason the organization exists. The mission of the organization can influence individuals behaviors, performance, and self-initiative. The clarity and sincerity of this statement not only motivates staff but also sets the service expectations for the customer. The culture created by the mission plays a key role in the effectiveness of a staff member and therefore, management must strive to embrace the core concepts of the statement so that staff will inherently exhibit these values. The organization I work for has a clear mission as well as very set core values that they hold all employees accountable for. The core values are community, advocacy, respect, excellence, and stewardship. By having these core values management is able to set the correct atmosphere for the staff, which is to deliver compassionate care with quality excellence within the health spectrum.
Globalization
Globalization occurs when a corporation or enterprise occupies locations all over the world. This extension strategy takes a tremendous amount of time, cash, and resources to plan and implement. Organizations may realize that due to the varying cultures in different countries that the business cannot be ran in the same fashion and must therefore embrace a different type of management team. Externally, globalization effects customers in that the business operations must run efficiently and still have the ability to serve the customer in an identical manner in various locations.
Customer Demands
Consumer demands have a positive and negative impact on organizational behavior. In relation to my job, the demands of the customer can have a devastating impact on the organizational. The customer internally causes an emotional impact. Employees have to know how to react in different emotional situations.

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They have to remember to try and satisfy the customer needs. When customers call some are angry at the doctor, some are angry about getting a bill and some will tell you they are angry but not sure who they are angry. Customer's demands can be internally exhausting for employees as well. Sometimes problems arise that require a great deal of critical thinking and may consume most of the work day. These problems are not always profitable to the company if you look at the man hours spent, but they are profitable in customer service.
Externally, customer demands can be damaging. If a customer has a bad experience and they tell the doctor or a friend that could be damaging to your business reputation. Negative news seems to travel faster than good new. Now on the other hand, external customer demand can be really good. Our company uses customer demand to our advantage. Our company has never used advertising. All of our clients have come from word of mouth. The customer likes the way we handle there account and they inform the doctor. The doctor recommends out services to others doctors and by using customer demands out practice grows.
Competition
Internally, competition affects organizational behavior in a positive and negative way. Working in numerous billing offices, I have seen competition divide an organization. The concept of competition was to increase productivity and makes the company more profitable. A bonus strategy was put into effect a the employees in a positive way in the beginning. After an employee finished their work and their accounts were closed, the employee would then help other employees to bonus. There were times when the employees would stay after work to help employee to bonus. The competition expanded the employee's knowledge. There is always a competition to know a little more than your neighbor. The more knowledge we learned on our own, through taking class or from each other were better for the company. This gave the company more marketing power. When doctors knew we had accredited billers they was more willing to have our billing company take over their billing. With the positive, there were some negatives. The team work that was positive in the beginning of the phase seemed to dwindle. Employees started asking for their part of the bonus. This made it really hard for management, because they had no way of knowing how much work each person performed on the account. Employees also became selfish. When it got close to bonus time, employees did not want to perform their regular jobs for example answer the phones. They wanted to work on their reports to make their accounts eligible to bonus. This behavior divided the employees. The teamwork that the bonus brought in the beginning ultimately divided the employees.
Conclusion
In conclusion, the overall effectiveness and efficiency of an organization is determined by the adaptations management is willing to make in which to enhance the experiences of both the individual as well as the company. Successful organizations must be aware of both the internal and external factors that continually impact their business. To be effective and continue to grow and prosper, an organization must institute sound management principles so that they can take advantage of these internal and external elements and link them to their financial success.

References

Karash, Richard (1995). Groupware and Organizational Learing. Cambridge, MA: Pegasus Communications, Inc
Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (2005). Organizational Behavior.9th edition, New York: John Wiley & Sons, Inc.
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