OB and OD Change Efforts
Introduction
Organizational behavior is the study of organizational behaviors of the employees within a working system (Smither et al. 2016). Organizational development, on the other hand, is the application of the behavioral science principles in the organization set up to increase the worker’s and the organization’s efficiency. Change, on the other hand, is standard in our daily lives. It is, therefore, the responsibility of the individuals to adapt to change and the management to educate their workers on the importance of change. This paper seeks to expound more on change in the organizational setup.
One advantage with the 15-minute metric is that it provides concrete feedback in time so that both the healthcare workers and the employees have adequate time to prepare for any adjustments that will help them meet their required metric (Smither et al. 2016). A primary disadvantage of the 15-minute metric is that it might create both a positive and a negative result4. The 15-minute data metric must be accurate to obtain positive results. Other advantages of the 15-minute metrics include;
Increasing the productivity of individuals and teams
When the goal of the 15-minutes metric is clear, then it is more comfortable working towards them. It is because everyone will be having a guideline of what is expected of them and will work hard towards it. The specific guidelines and standards set to measure success motivate the worker to work even harder (Smither et al. 2016).
Identifies underperforming health care workers
With the 15-minute measurement process inhabitation, monitoring the performance of the workers will be more comfortable. Those who fail to attend to the patients at the required time will be established. Those who attend to patients much more than they are not supposed to are identified.
It improves communication
The 15-minute metrics is an accurate performance measurement that ensures minimal miscommunication. It contains detailed instructions on how success in the organization should be achieved, hence no confusion between the specific tasks for the workers.
Identifies the top performers easily
In usual organizations that have no organizational metrics, the top performers go unnoticed because their output is averaged along with the group’s performance (Smither et al. 2016). Developing the 15-minute metric will help the officials of the organization monitor the performance of the healthcare workers, thus establishing the top performers. The act enables the organization to retain its top officials.
Provides a transparent chain of command
The performance metrics allow every worker in the organization to have their duties. It is unlike in normal circumstances where there is no measurement process where some of the workers assume other people’s roles (Borkowski & Meese, 2020). Each team person has its own defined space.
Disadvantages of the 15-minute metrics include;
The performance measurement may lead to a decreased output
The top performers may feel like the performance measurement is unfair to them. The unskilled and untrained workers are expected to attain a metric set which they cannot. As a result, the output level of the organization may decrease.
The 15-minute metric can make communication difficult.
A metric requires specific terms and conditions. When the healthcare workers meet something new, that they know not about or that which does not favor them, they tend to avoid it. It means that they will completely do away with the idea, or some will move to other organizations that favor them.
Leads to lack of commitment
For the 15-minute performance process to work, it means that all the healthcare workers agree with it. In this healthcare organization, however, a majority of the workers are quitting showing that only a few are in agreement. Once all the workers fail to agree with the performance process, then there will be no commitment amongst them. The metric system is also meant to make the workers compete and not work as a team (Borkowski & Meese, 2020). The moment the employees realize that they are competing and not working as a team, conflicts arise, which leads to a lack of commitment.
The 15-minute metric system of measuring performance should be used with the correct set of data points and an open communication offered. If there is a miscalculation in the metric data and no open communication, then the cons tend to outweigh the advantages nullifying its importance in the organization (Borkowski & Meese, 2020). It must, therefore, be well managed for maximum output.
Abraham Maslow’s Hierarchy of needs theory
The theory is a theory under organizational behavior. The decisions made by the healthcare system provide adequate time for the employees to meet with their customers (Acevedo, 2018). It also provides a conducive environment for working. The decision made by the company is meant to foster good relations and communication between the employer and the workers, which is essential for the employee. It is also meant to improve the self-esteem and reputation of the employee. Once the employee’s esteem and reputation go high, their input becomes more; hence the company revenues increase.
An explanation of the theory
The theory states that humans have their own needs, which are in five stages and are essential for the motivation of the individual in the workplace (Healy, 2016). The stages include; the psychological needs, which he terms as the essential stage, the safety needs, love and belonging, esteem, and the self-actualization stage. He goes further and stays that as the needs are met sequentially, the employees are motivated more. The growth does not necessarily follow the sequential stages since it is affected by the external surrounding of the individual.
History of the theory
Abraham Maslow developed the theory in the year 1943 in his paper “A Theory of Human Motivation” (Kanfer & Chen, 2016). His theory is parallel to all the other theories which describe the stages of human development. He further categorized his theory into stages of developmental being. The stages stood for the various needs of human beings, which gear their motivation. As the needs migrate from basic to psychological and self-fulfillment needs, then the motivation of the employee increases. For human motivation to raise to the next stage, the individual must be satisfied with each need. The main goal in Maslow’s theory is that every individual attains the topmost level, the self-actualization stage. The most fundamental needs are at the bottom of the hierarchy, while the least is at the top.
According to Maslow’s theory, if the lowest stage of the hierarchy has not been met, then the employer will make decisions based on stability concerns, compensation, or safety. It is upon the human resource to ensure that they provide the employees with their needs, which meet their satisfaction. The employees are also at a higher risk of returning to the lowest level if their high levels are no longer met (Kanfer & Chen, 2016). The employees will also make their decisions based on compensation, stability concerns, or safety. The needs of human being regularly change; the desires that man needs now is not the same desire that man will need five years to come. For instance, if a man earns a certain amount of pay right now, he will not be comfortable to meet the same amount of pay soon. The human resource team should thus ensure that they meet the needs of the employees to have the organization making maximum profits.
The human resource department of the organization should work on the metric implemented. Fifteen minutes is not enough for a doctor to interview the patient and carry out the tests until the medication is met. More time needs to be added to achieve a good and clear output (Acevedo, 2018). Adding time will also help meet the customer’s satisfaction and will attract other customers. The team members need to work together to meet the set standards. Competing inform of performance measurement will only give birth to jealousy among the employees. It will also lead to conflicts among them, which will affect the output of the company. The healthcare workers, therefore, need to be, made the team, and encouraged to work together, consulting one another for profit maximization and customer satisfaction. The organization ought to inform the employees about the importance of change and why the organization chose the 15-minute metric. The employees are then to decide whether it will favor them or not. They should give back their feedback to the management, which makes the final decision on their own depending on the people’s opinions.
Conclusion
In conclusion, organizational behaviors and organizational development are two essential units in the organization that go hand in hand. Organizational behaviors work on the behavioral trends of the employees. The human resource is always responsible for the organizational behavior of the employees, which is a result of organizational development. The metric measurement is a lot advantageous but works only when perfect communication and unity exists in the company. It, therefore, needs a lot of attention and thorough management. Maslow’s hierarchy of needs relates a lot to the organization’s arrangement and functioning since it links the human needs to the organization and their motivation. The human resource department plays a more significant role in ensuring that employees meet their needs to work efficiently.
Reference
Smither, R., Houston, J., & McIntire, S. (2016). Organization development: Strategies for changing environments. Routledge.
Borkowski, N., & Meese, K. A. (2020). Organizational behavior in health care. Jones & Bartlett Publishers.
Kanfer, R., & Chen, G. (2016). Motivation in organizational behavior: History, advances, and prospects. Organizational Behavior and Human Decision Processes, 136, 6-19.
Acevedo, A. (2018). A personalistic appraisal of Maslow’s needs theory of motivation: From “humanistic” psychology to integral humanism. Journal of business ethics, 148(4), 741-763.
Healy, K. (2016). A Theory of Human Motivation by Abraham H. Maslow (1942). The British Journal of Psychiatry, 208(4), 313-313.