An Introduction to Organizational Behaviour Management

Running head: ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT
ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT
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Author Note

ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT1
Introduction
Organizational behaviour management or OBM is a kind of applied
behavioural analysis or ABA, which is used to develop techniques to produce
socially significant behaviour in a vast range of areas and behavioural problems. It
applies the principle and experimental analysis of behaviour to organizational
environment in order to improve performance of both group and individuals. It can
be applied in areas of system analysis, management, training, performance
improvement and more. OBM can be viewed as a cross between behavioural
science and organizational environment improvement. It takes a more scientific
approach towards achieving business goals, rather than employing policies which
might negatively impact productivity and profitability of employees. Its applications
isolate, analyze, and modify environmental events which are most directly related
to performance. The following paper focuses on critically analyzing four peer
reviewed papers based on the topic discussed above. The papers would look at the
following points in each paper – definition, methodology, results and findings. These
papers would then be compared and contrasted accordingly.
Reference 1Alnasseri, N., Osborne, A. and Steel, G., 2013. Organizational culture,
leadership style and effectiveness: a case study of Middle Eastern
construction clients.
In considering this paper, the authors have essentially focused their research
on organizational culture as well as the significance of good leadership in the
efficacy in the workflow of an organization. The authors have mentioned that
improvement could be reached by focusing on organizational workflow and
productivity. They have also related organizational culture and effectiveness to
each other. The discussion of the paper elaborates in detail about the role of culture
of an organization in standing as representative of the overall impression that is
built about the organization. This is crucial when looked at from an industrial
perspective on organizational identity. Following the above points, the authors have
effectively discussed and linked the relationship between culture of an institution
and its effectiveness, with the primary attention given to the point that
organizations must incorporate effectiveness in to its regular activities (Alnasseri,
Osborne & Steel 2013). There is also discussion on how these key elements are
connected to the culture of an organization and the ability of its leaders. The
authors formulated a theoretical conceptual model based on existing literature
review. The model consisted of two fields: culture of an organization and
characteristics of genuine leadership (Alnasseri, Osborne & Steel 2013). The two
main observations obtained are that authentic leaders should interact with
individuals and projects in order to effectively deliver work strategies to
subordinates, and that interactions of such kind will provide effective work
environment and thus will enhance success (Alnasseri, Osborne & Steel 2013). A
mixed method approach was followed by the authors. It is evident in the results that
organizational culture is directly linked to performance where positive change in the
organizational culture influences the efficiency of employees (Alnasseri, Osborne &
Steel 2013).
Reference 2

ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT2
Warrick, D.D., 2017. What leaders need to know about organizational culture.
Business Horizons, 60(3), pp.395-404.
From the evaluation of this paper, it can be said that the author has
expanded the concepts related to leadership and how it can prove fruitful to
organizational performance. The paper discusses the significance of leadership in
an organization and how it represents and impacts the ability of an individual to
manage an organization’s decisions and workflow (Warrick 2017). This is done in
order to enhance employee utilization, which helps the organization in influencing
success rates. The author also explained the concept of culture and stated that
good work culture of an organization is crucial because it enhances the environment
of the organization as well as the employees and this results in better workflow. The
author has strictly focused on the effect that culture has on the performance of an
organization, where it is mandatory that in order to integrate good culture, the
institution must employ efficient leaders in their daily work and activities (Warrick
2017). The author has also differentiated between the different types of culture,
such as high and low performance culture, and these have been connected to the
fact that an organization’s mission, strategies and goals are all dependent upon
efficient leadership abilities. The author has also included an elaboration about the
points that leaders must be aware of when incorporating effective work culture in
an organization. To conclude, the author has included several guidelines for
successful integration of work culture, which include, importance of leaders, clear
understanding of work environment, training and engagement of employees and
much more.
Reference 3
Azanzaa, G., Moriano, J. and Molero, F. 2013. Authentic leadership and
organizational culture as drivers of employees’ job satisfaction. Journal of
Work and Organizational Psychology, 29, pp.45-50.
This paper talks about the flexibility-oriented organizational culture, which is
based on providing support and innovation and how such organizations could play
as nurseries for authentic leadership (Azanzaa, Moriano & Molero 2013). The paper
studies how such organizational culture help in achieving positive outcomes in
employees. The definitions of organizational culture was given, followed by an
explanation of the parameters of the Quinn and Rohrbaugh’s competing values
model, which brings forward the orientations of organizational cultural orientation,
namely, support, innovation, rules, and goal orientation (Azanzaa, Moriano & Molero
2013). In flexibility- oriented organizational culture, innovation orientation is mainly
encompassed, spontaneity, openness, and change are its main characteristics, and
based on adaptability, creativity and readiness to grow (Azanzaa, Moriano & Molero
2013). The authors also define authentic leadership and states that they provide
hope, trust, optimism, orientation towards the future and more. These points are
then related to job satisfaction and what are the key elements which encourage the
same. A quantitative method of analysis was followed through FOCUS 9
questionnaires and the data was analysed through multiple regression. Harman’s
single factor test was also carried out since the data was collected in a cross-
sectional survey. From the results, it can be said that the paper succeeded in