principles of organizational behavior

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Principles of Organizational Behavior

Ponchie McCollough

HCS/370

Mrs. Kelli Reid

05/05/2019

Principles of Organizational Behavior

Introduction

People behave differently and in a certain way either in groups or in an organization, and their behavior greatly impacts on the productivity of the organization. In any health setup or health providers, productivity is important. Employees’ behavior has influence on interaction, commitment, management styles and leadership, and on job performance. Organizational behavior is defined as the study of an individual’s or groups’ performance in an organization with respect to increasing and improving on organizational performance(Kaifi & Noori, 2011) by bettering relationship within a health care organization.

There is a strong interaction between the above elements of organizational structure, and their interactions (people, structure, and technology) is influenced and is dependent on the environment(Bakan, Taşliyan, Hakki Eraslan, & Coskun, 2019). The use of the components in a health organization are shown below

Organizational behavior is and important aspect on a health organization, and if well used, the organization will gain tremendously since it will inspire the employees/workers to work hard towards the aspirations of the organization and on the other hand if it is not well natured it will lead to failure. The following are instances where the organizational behavior can lead to success and failure.

Good organizational behavior will to better coordination and timely, good decision making thus making the organization successful whereas poor organization behavior lead to failure of the company through poor communication, poor decision and unmotivated employees.

Reference

Bakan, I., Taşliyan, M., Hakki Eraslan, I., & Coskun, M. (2019). THE EFFECT OF TECHNOLOGY ON ORGANIZATIONAL BEHAVIOUR AND THE NATURE OF WORK.

Kaifi, B. A., & Noori, S. A. (2011). Organizational Behavior: A Study on Managers, Employees, and Teams. Journal of management, 12(1), 89.




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