Organisational Behaviour: An Accelerator to Career Development

This article discusses the impact of organisational behaviour on career development and growth. It explores the Custodial and Supportive models of organisational behaviour and how they contribute to employee well-being and productivity.

Running Head: ORGANISATIONAL PROCESSES AND BEHAVIOUR
ORGANISATIONAL PROCESSES AND BEHAVIOUR
Name of the Student
Name of the University
Author Note

ORGANISATIONAL PROCESSES AND BEHAVIOUR
ORGANISATIONAL BEHAVIOUR: AN ACCELERATOR TO CAREER
DEVELOPMENT
We often observe people talking about the impacts of behavior or responses of a
person or group of people within an organization, experts call this ‘Study of organizational
behavior’. Thus, the term ‘Organizational Behavior’ is a familiar term to most of the people.
It is a sect of study, that aims to analyze human behavior or responses within an organization.
In other words, organizational behavior attempts to investigate the influence that an
individual, group, or the structure of an organization on the behavior within an organization
(Barry & Wilkinson, 2016). Experts like Taylor considered that the ways to reduce simplify
duties, minimize conflicts promote cooperation, enhance productivity, motivate workers for
the manifestation of their potentialities; can be found from the analysis of organizational
behavior (Wilson, 2018).
I can observe a reflection of such beliefs of Taylor in my workplace experience.
When I first joined as a graphic designer in a renowned ad agency, I was a novice. It took me
some time to cope with the working process, work process. As the work is new for me, I used
to make unintentional mistakes. There were several proficient seniors in my team and they try
to help me out, but due to the lack of time often they were unable to guide me, even if their
intention to help me. Sometimes I had to use graphic designing software which I found
difficult to cope with. This sometimes delayed my work. In fact, I was not getting enough
time to learn and excel in using that software. There were new joiners like me, who were
facing problems similar to mine. Fortunately, I received the opportunity to convey my
problem to the employer. I elaborated him, that the lack of time to learn the new software is
lowering the quality of the work and the deadline was not met as well. I also explained how

ORGANISATIONAL PROCESSES AND BEHAVIOUR
this had been creating obstacles in the development of the novice employees. I requested him
to arrange technical skill development trainings. He assured me, that, the objective of the
company is to provide the employees chances to learn and grow and look after the well-being
of the employees as well. I found the interaction with our employer fruitful. It did not only
fill me with hopes, but also solved my problems. As a result of this impactful interaction all
the new joiners including me received trainings to learn software which were new to us. After
successful competition of the training, initially were made to face real life situation, where we
had to apply our technical knowledge. We were allowed to experiment and discover our
strengths as well as weaknesses. Thus, the company allowed us to learn through experiments,
moreover, our experimental learning was not restricted by time limit. After the completion of
the phase of experimental all my problems got resolved. The motivating behavior, skill
enhancement trainings shaped my potentialities and my proficiency reflected through my
work.
Analyzing my real-life experiences, it can be said that, the organizational behavior,
which is observed in this situation follows the Custodial as well as Supportive models of
Organizational behavior. According to the Custodial model of OB, owners of a company can
be considered as the custodian of resources used by the organization (Kondalkar, 2007).
Custodial model states that, owner as well as employers of a company will be concerned
about the welfare of employees. Moreover, according to this model employees are
encouraged to interact freely with the higher authority, or the employers whenever they face
any kind of predicaments or issues related to the organizational work, process of work,
environment and so on. As, the higher authority gives priority to the well-being of the
employees, they are bound to solve the problems faced by employees (Kondalkar, 2007).
This is what happened with me. Our organization allowed us to communicate frankly with
the employer stating the issues which I was facing. This effective communication within the

ORGANISATIONAL PROCESSES AND BEHAVIOUR
organization solved my issues and contributed to the growth of my career (King & Lawley,
2016).
According to the beliefs of Supportive model, if workers are provided with
opportunities, they will be able to nourish their potentiality and increase productivity as well.
Hence, it is the duty of the owner to provide employees enough chances and support to learn
and brush up their potentialities (Kondalkar, 2007). This was the way how I was treated
during my first job in a renowned ad agency. Hence, the story of my experience at that ad
agency can also be related to the Supportive model of organizational behavior (King &
Lawley, 2016).
An effective strategy for managing the behavior of other employees within a workplace is
the proper guidance to provide employers as well as new joiners proper guidance to learn
code of conducts that will simply the work process, solve problems as well as ethical, manage
risks like employee turnover and contribute to the overall development of the organization
(Smith, Farmer & Yellowley, 2013). For this purpose, every organization should follow
effective models of ‘Organizational Behavior’ like Custodial and Supportive models
(Huczynski, Buchanan & Huczynski, 2013).
Finally, it can be said that, the term ‘Organizational Behavior’ had played a significant
role and contributed to the growth of my career. From this reflective exercise I have learnt
that ‘Organizational Behavior’ is the crucial factor to simplify complexities with the work
procedure, promote cooperation and foster motivation and innovation. It is ‘Organizational
Behavior’ which acts as a catalyst in the manifestation of the potentialities of the employees
and enhancement of their productivity.

ORGANISATIONAL PROCESSES AND BEHAVIOUR
References
Barry, M., & Wilkinson, A. (2016). Pro‐social or pro‐management? A critique of the
conception of employee voice as a pro‐social behaviour within organizational
behaviour. British Journal of Industrial Relations, 54(2), 261-284.
Huczynski, A., Buchanan, D. A., & Huczynski, A. A. (2013). Organizational behaviour (p.
82). London: Pearson
King, D., & Lawley, S. (2016). Organizational behaviour. Oxford University Press.
Kondalkar, V. G. (2007). Organisational behaviour. New Age International Pvt. Ltd.,
Publishers,.
Smith, P., Farmer, M., & Yellowley, W. (2013). Organizational behaviour. Routledge.
Wilson, F. M. (2018). Organizational behaviour and work: a critical introduction. Oxford
university press.