The study of organizational behavior is one that has changed dramatically over the past few decades. The climate in which organizations and those that manage them operate has become increasingly globalized, and this has had implications for the strategies organizations have had to employ in an effort to achieve sustained success. Macro organizational theory is the branch of organizational theory that studies how organizations work on the broader level, as opposed to focusing how they operate from within. In studying organizational behavior, one hopes to gain an understanding of the way in which these organizations operate within the broader economic framework, to ensure that they are staying competitive, and ultimately staying profitable. It has been said that organizations seek to co-ordinate their actions, decision and resources. This essay will explain what factors impact upon how this co-ordination is achieved and describe what options are open to organizations to structure such co-ordination. From this it will be clear that organizations need to effectively coordinate their actions, decisions and resources to be competitive in the changing global market.
[...] This requires coordination that distinguishes between personality and substantive differences, as conflicts which have roots in personality issues are destructives since they rarely lead to solutions, and often lead to increased tensions. It has been shown here how important it is for organizations to coordinate their decision making process to ensure that they competing ideas within an organization do not translate into poor implementation of the organizations broader goals. It has also been shown that organizations have different options for structuring such coordination. [...]
[...] Organizational Behavior in a Global Context. Plymouth: NBN International Hall, Douglas T. and William A. Kahn. Developmental Relationships at Work: A Learning Perspective. In: Cary L. Cooper and Ronald J. Burke, eds. The New World of Work: Challenges and Opportunities. Oxford: Blackwell Publishers Hersey, Paul and Kenneth H. Blanchard. Management of Organizational Behavior Utilizing Human Resources. London: Prentice Hall Limited Knights, David and Hugh Willmott. Introducing Organizational Behavior & Management. London: Thomson Learning Marquardt, Michael., Nancy Berger and Peter Loan. [...]
[...] Even though they are separate, proper coordination of the second category of resources has a lot to do with the way that they financial bottom-line of a company is maintained and even grown. For this reason, audits of the others types of resources (non-financial) should be thought of as equally important for any organization. It has been shown here how important coordination of resources is for organizations. There are many different types of resources, and they all need to be thought of together and not as unitary factors that contribute to the success of the organization. [...]
[...] Effective coordination of actions by those in organizations requires that decision makers anticipate the development of these problems, and create actions that combat the problem and seek to promote the greater good of the organization. Clearly actions within an organization need to be coordinated in such a way that allows for all the interests to come together and act as one, and not in a way that serves to reward personal gain over that of the entire organization. Decision Making Making coordinated decisions is essential to the sustained health of and organization. [...]
[...] The other option is not making decisions at all, and this is not possible in an organization that seeks to stay competitive in the global economy. There are many options available to organizations that seeks to coordinate their decision making process, and since it has already been established that not making a decision is not an option, these different strategies are of great importance to someone studying organizational behavior. Usually decisions are made in an overt way, but within organizations, many decisions are also made on covert ways. [...]
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