Organization Behavior
Response 1
“Hopkins, I think that Robbins and Judge’s claim that” there are strong associations between the quality of workplace relationships and employee job satisfaction, stress, and turnover” (Robbins and Judge, 2018, p. 32). It is also accurate that the size of the organization impacts organizational behavior concerning leadership and management. The critical question, therefore, to ask is, what are the factors that contribute to the differences in leadership roles between large and small companies? I think it is accurate that when the managerial decisions fall on a few people, the interaction becomes effective and efficient for leaders, like in a Co-op One because it is a small company. Co-op Two is a large company with a complex system through which decisions have to be spread upon, does the interaction between the managers, and the staff is minimal. Fewer interactions between the employees and managers lead to reduced workplace relationships, stress, and low job satisfaction (Robbins and Judge, 2018, p. 33). Do you think that managers in large companies are more dissatisfied with their jobs than those in small companies?”
Reference
Robbins, Stephen, and Timothy Judge. Essentials of Organizational Behaviour. 14th ed., London, England, Pearson, 2018, pp. 31–393, b-ok.cc/book/3556435/3c7509. Accessed 11 May 2020.
Response 2
“Hai Phung, I would agree that the claim that work environments exert a certain pressure on the employees substantial. For this reason, the employee’s motivation at work is an important element that improves an employee’s job satisfaction (Robbins and Judge, 2018, p.114). Do you believe that organizational behavior or culture determines the level of job dissatisfaction among the employees of different organizations? Thomas Hobbes stressed the significant impact of organizational culture on the overall performance of the organization. Some organizations use various motivational strategies such as paying or granting commissions based on performance, which is both an effective strategy but with certain critical limitations. For instance, anticipations of a pay rise or promotion prompt workers to take heavy workloads and overtime, which have proven to impart pressure on them (Men and Jiang, 2016, p. 464). Do you think there are better strategies to improve job satisfaction and motivation for employees?”
References
Men, L. R., & Jiang, H. (2016). Cultivating quality employee-organization relationships: The interplay among organizational leadership, culture, and communication. International Journal of Strategic Communication, 10(5), 462-479.
Robbins, Stephen, and Timothy Judge. Essentials of Organizational Behaviour. 14th ed., London, England, Pearson, 2018, pp. 31–393, b-ok.cc/book/3556435/3c7509. Accessed 11 May 2020.
Response 3
“Walker, your claim that the emotional and mood status of the employee’s impact the organizations is substantial. However, in what ways does the employee’s emotion and mood impact the organization’s culture? What do you mean by the claim that managers may not be able to change employee’s emotions? If the managers can influence the organization’s culture, they are also capable of changing the employee’s emotions. Changing the organization culture by implementing various motivational strategies such as granting pay rise, holiday, and allocation of dynamic workloads may motive the employees and improve their performance (Smith and Wiggins, 2017, p. 104). According to Robbins and Judge (2018), motivation grants a creative work environment that increases the desire to work on something because it’s interesting, exciting, satisfying, and challenging, correlates fairly strongly with the creative outcome” (p. 110).
References
Smith, V., & Wiggins, N. (2017). Do incentive schemes encourage motivation in the workplace? Journal of Aesthetic Nursing, 6(2), 104-105.
Robbins, Stephen, and Timothy Judge. Essentials of Organizational Behaviour. 14th ed., London, England, Pearson, 2018, pp. 31–393, b-ok.cc/book/3556435/3c7509. Accessed 11 May 2020.