Organizational Behavior and Change Process

This article discusses organizational behavior and change process, including the difficulty in managing any organization through such interventions. It also conducts a comparative study to discuss the agreement and disagreement of authors of those articles regarding components of organizational behavior and their implementation. The article focuses on stress reduction techniques and the mental models that reflect an individual’s perspective and reflection about all the surrounding environments.

Running head: ORGANIZATIONAL BEHAVIOR
Organizational behavior and change process
Name of the Student
Name of the University
Author note

1ORGANIZATIONAL BEHAVIOR
Organizational behaviour is the process of human behaviour within an organization and
discusses about the pattern of behaviour of the employees within that organization. This study of
behaviour is done in different levels such as individual level, group level and organizational level
and is useful to apply interventions so that the process within an organization and the employee
interaction can be improved (Abernathy and Lattal 2014). For every organization, it is important
to focus on its organizational behaviour so that employee’s performance can be influenced.
Further, assessment of employee’s behaviour provides the managers and leaders with a clear idea
regarding managing the organization through the implementation of ideas and effective
utilization of human resources (Morgeson et al. 2013). The prime purpose of this assignment to
discuss several articles regarding organizational behaviour and discuss the difficulty in managing
any organization through such interventions. Further, this assignment will conduct a comparative
study to discuss the agreement and disagreement of authors of those articles regarding
components of organizational behaviour and their implementation.
The first article discusses about the prevalent and stagnant as well as dominant nature of
the organization that makes the organization complex to manage and difficult to understand
(Ghorashi and Sabelis 2013). This situation leads the managers become confused and leads to
managerial failure. In such situation they take the help of constricted models to understand the
organizational behavior however, through this they are not being able to understand the entire
organizations behavior. Further, this articles discussed about the four structural framework which
are rooted in social structure as well as managerial knowledge (Westwood and Johnston 2013).
Where the structural framework discusses about the architecture of the organization, rules,
regulations and policies on the other hand the social construct discusses about the human
resource, their strengths and weaknesses and their desires emotions and fears while working in

2ORGANIZATIONAL BEHAVIOR
the organization. Further, according to Abernathy and Lattal(2014), if any process that has been
implemented in the organization according to its policy, then it is the duty of the manager to
implement several strategies to manage the process. For this purpose, he can also hire consultants
so that proper solution to each difficult situation can be achieved (De Vries 2013). Thus author
here is of the opinion that the main cause of managerial failure is faulty decision making. So I
believe that it is the duty of the managers of the organisation to explore the in depth
understanding of the employees and their capacity. This will help to meet the organisational
demand while keep the employees satisfied (Seaward 2013).
Secondly, managing change and stress was discussed in the chapter with discussion about
the internal and external sources that lead to the requirement of change in the process. Further,
different change model theories such as Lewin’s change model theory and Kotter’s eight step
model was discussed along with the dynamic model of resistance to change. There are five key
elements that enforces change both internally and externally to an organization. According to
Yukl (2012), these forces are market and customer related changes, social and political pressure,
the demographical characteristics, organizational crises and technological advancement whereas
the internal forces for change are managerial behaviours and employee related problems. In this
section as well, the author focused on the holistic approach for change and discussed that to
reduce the domination and stress of change management the organization should provide the
employees with intervention so that they can reduce their stress and help to lead the change
process (Cooper and Marshall 2013). The author here is of the opinion in order to avoid
frustration and failures; it must be the intuitive capacity of the managers to implement the change
management with grace and skills. As per my view, the author was able to connect the change

3ORGANIZATIONAL BEHAVIOR
management, behaviour pattern. I think it is the duty of the managers to update themselves with
the perspectives of the change management so that they and successfully implement the same.
The third article mainly discuss about the external and internal forces that generates the
need for organisational change under the light of the Lewin change model and Kotter’s eight step
organisational change. It also discusses about the stress moderates and type A behaviour. While
describing the reason for stagnant and dominance and emergence of stress, researchers discussed
about the Type A behaviour syndrome and according to that If any person undergoes very strict
and chronic and tough struggle, then an action and emotion added behaviour can be observed in
that individual. Which is known as the Type A behaviour pattern. This behaviour pattern is the
result of obsession of hard work and not related to any psychotic symptoms (Shin, Taylor and
Seo 2012). This section of people is open to criticism, harassment, hard mental as well as
physical work, positive as well as negative feedback. However, due to such kind of people in any
organization, stress and pressure condition increases. For example, if the manager or leader of
the organization is a Type –A person, then the employees are unable to cope up with the work
speed and pressure, leading to change in the behavioural pattern of the organization. Hence,
stress reduction techniques should be applied (Gössling et al. 2012). These techniques involves
muscle relaxation techniques, meditation between working hours, cognitive restructuring,
application of holistic wellness approach, and biofeedback process so that harsh change
management process cannot harm the health of the employees. I think more employee interaction
and employee oriented fun activities will help in reducing employee stress and thereby helping to
optimally implement change management.

4ORGANIZATIONAL BEHAVIOR
Fourthly, the author discussed about the mental models that reflect an individual’s
perspective and reflection about all the surrounding environments and through this model, the
author connected the organizational behaviour pattern and change management process.
However, these mental models are perception and therefore can be changed (Prochaska 2013).
Hence, it is the prime duty of the organization, its leaders or managers to reshape the employees
thinking in a way, which is positive for the organization. The author discussed two benefits of
the deconstruction of flaws within the mental model. The first one is related to the training and
social awareness program and through this the employees will be able to point out the internal
industrial needs of the organization (Nielsenand Randall 2013). Secondly, this process can
become a diagnostic tool that they employees can identify the potential hazards present in the
organization and different unexpected contingencies. Therefore, through these two approaches,
the organizational leaders will be able to identify the disasters and eliminate them to create
learning and improving condition in the organization. Finally the discussion about complexity of
the organization and the difficulty related to management occurred. Employees and their pre-
conceived knowledge about process and different theoretical models decide the organizational
behaviour pattern (Pieterse, Caniëlsand Homan 2012). If the thinking of employee and managers
working in the organization is narrow, then working in such environment will become depressing
and frustrating whereas, broader mindset and approach for work will create a healthy
environment and working in such environment will be easier for employees as in change
management (Prochaska 2013). Author here mainly focused on the better understanding of poor
learning process but does not provides the detailed overview of the internal complications faced
by the employees during the learning process. Hence, according to my view, each organization
should broaden its perspective so that achieving change management related targets become

5ORGANIZATIONAL BEHAVIOR
easier and through the stress reduction techniques, stringencies and dominance of the
organization can be reduced. Further managers and leaders should take four perspectives so that
managing the mental model of employees and their preconceptions can be managed (Gössling et
al. 2012).
In the conclusion, it can be mentioned that organizational behaviour is an important
aspect for any organization as assessment of this helps the organization to identify issues that
affect the organization to achieve success. However, there are situations that makes the
organization stringent and dominant leading to increased harassment and stress among the
employees. Therefore application of stress reduction technique should be done to reduce the
stress of the organization. Further, the change management process and its consequences were
discussed in the assignment.

6ORGANIZATIONAL BEHAVIOR
References
Abernathy, W.B. and Lattal, D., 2014. Organizational behavior management. The Wiley
Blackwell Handbook of Operant and Classical Conditioning, pp.645-668.
Cooper, C.L. and Marshall, J., 2013. Occupational sources of stress: A review of the literature
relating to coronary heart disease and mental ill health. In From Stress to Wellbeing Volume
1 (pp. 3-23). Palgrave Macmillan, London.
De Vries, M.F.K., 2013. Organizational paradoxes: Clinical approaches to management.
Routledge.
Ghorashi, H. and Sabelis, I., 2013. Juggling difference and sameness: Rethinking strategies for
diversity in organizations. Scandinavian Journal of Management, 29(1), pp.78-86.
Gössling, S., Scott, D., Hall, C.M., Ceron, J.P. and Dubois, G., 2012. Consumer behaviour and
demand response of tourists to climate change. Annals of Tourism Research, 39(1), pp.36-58.
Morgeson, F.P., Aguinis, H., Waldman, D.A. and Siegel, D.S., 2013. Extending corporate social
responsibility research to the human resource management and organizational behavior domains:
A look to the future. Personnel Psychology, 66(4), pp.805-824.
Nielsen, K. and Randall, R., 2013. Opening the black box: Presenting a model for evaluating
organizational-level interventions. European Journal of Work and Organizational
Psychology, 22(5), pp.601-617.

7ORGANIZATIONAL BEHAVIOR
Pieterse, J.H., Caniëls, M.C. and Homan, T., 2012. Professional discourses and resistance to
change. Journal of Organizational Change Management, 25(6), pp.798-818.
Prochaska, J.O., 2013. Transtheoretical model of behavior change. In Encyclopedia of
behavioral medicine (pp. 1997-2000). Springer New York.
Seaward, B.L., 2017. Managing stress. Jones & Bartlett Learning.
Shin, J., Taylor, M.S. and Seo, M.G., 2012. Resources for change: The relationships of
organizational inducements and psychological resilience to employees' attitudes and behaviors
toward organizational change. Academy of Management journal, 55(3), pp.727-748.
Westwood, R.I. and Johnston, A., 2013. Humor in organization: From function to
resistance. Humor, 26(2), pp.219-247.
Yukl, G., 2012. Effective leadership behavior: What we know and what questions need more
attention. The Academy of Management Perspectives, 26(4), pp.66-85.