Analyzing Canadian Organizational Behavior and MARS Model

This essay provides an in-depth analysis of Canadian organizational behavior, focusing on the application of cognitive dissonance theory and the MARS model. The study explores how Canadian organizations manage employee behavior, teamwork, and leadership. It examines the dynamics of cognitive dissonance within the workplace, discussing how organizations utilize this concept to address conflicts and promote positive behavioral changes. Furthermore, the essay delves into the MARS model (Motivation, Abilities, Role Perceptions, and Situational Factors), analyzing its role in shaping individual and group behaviors within Canadian organizations. The essay highlights the importance of factors such as motivation, employee capabilities, understanding of roles, and situational influences in determining organizational success. It emphasizes the integration of theoretical approaches with practical implications to achieve harmonious and productive workplace environments. References from Bratton (2015) and McShane, Tasa & Steen (2020) are included.

Running head: CANADIAN ORGANIZATIONAL BEHAVIOR
CANADIAN ORGANIZATIONAL BEHAVIOR
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Organizational Behavior:
Organizational behavior refers to the study of the behavior and the conducts of the
individuals or the employees within the workplace. According to the researchers the individuals
or the employees of the organization are the most important asset of the organization, therefore,
it is important for the organizational members to understand and evaluate the behavioral aspects
of the employees. Therefore, the organizational behavior refers to the understanding of the
motives of the behavioral aspects of the individuals. The study of the organizational behavior
refers to studying and understanding the factors which influence the behavior of the employees
(Wilson, 2017). As had been mentioned before, the employees are the human capital of an
organization, therefore it is important for the organizations to find the motives behind the
behavioral attributes of the individuals. Therefore, the study of the organizational behavior
includes the study of the communicational factors, the attributes or leadership and motivation,
and the structural and the function al concepts and attributes of the organizations, and therefore
understanding the impacts of the same upon the behavior of the employees.
Therefore, in the following study, a discussion will be made upon the organizational
behavior of the employees working in the Canadian Organizations. According to the researchers
the organizational behaviors of the employees, working in a Canadian Organization, vary
greatly, than the workers and the workplace behaviors of the employees working in other
countries. More importantly, the study of the organizational behavior not only includes the
behavioral aspects of the individuals, but at the same time, it includes an evaluation of the group
performances. According to the organizational members, the Canadian organizational behavior is
essentially determined and characterized by the group performances and the team behaviors. The
team performances and behaviors have are given special focus and the team consensus present in

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the Canadian organizations are more intense than the other organizations (Langton, Robbins, &
Judge, 2013). Therefore a detailed discussion of the team performances and the Canadian
organizational behavior is offered in the following, along with that, the cognitive dissonance
theory will also be discussed, in order to evaluate the behavioral aspects projected in the
employees of the organizations, of the country.
Canadian Organizational Behavior:
According to the researchers, the Canadian organizational behavior includes a dynamic
organizational behavior and the organizational behavior highlighted in the Canadian
organizations reflect a strong emotional intelligence among the employees. It also values the
leadership attributes and the organizational principles and values are much important and well
maintained through the organizational behaviors of the employees (McShane, Tasa & Steen,
2020). The teamwork skills and the team cohesion present among the employees are more
effective than other organizations, as per the organizational analysts.
The researchers and the organizational analysts have claimed that the organizational
behavior of Canada includes both the theoretical underpinnings of leadership attributes and the
attributes of workplace behaviors, and at the same time, the practical application of the same are
properly included in the organizational conducts. At the same time, both the workplace behavior
and the team work and leadership management of the Canadian organizations include the
classical and the contemporary approaches of functioning (McShane, Tasa & Steen, 2020). The
researchers have further claimed that the foundation of the organizational conducts are
essentially evidence based, and the factors of employee engagement, learning orientation,
emotional intelligence and the attributes of team work, all include, both the theoretical and the
practical approaches. Bratton (2015), has stated that the success of the Canadian organizations

3CANADIAN ORGANIZATIONAL BEHAVIOR
are channeled and motivated by the integration of the theoretical approaches and the successful
practical implications, there is a harmony between these two aspects.
Cognitive Dissonance Theories:
In this notion, it is important to mention that the workplace behaviors of the place are
characterized and motivated by the Cognitive Dissonance. The cognitive dissonance theory
refers to conflicting attitudes and behaviors practiced or perceived within an organization. The
cognitive dissonance essentially refers to the situation of discomfort, which further leads to
changes in the attitude, and to the alteration of the behavior. Therefore, the organizational
conflicts and the misunderstandings between the managers and a difference in the opinions
between and among the team members all lead to the cognitive dissonance. However, the
researchers have claimed that the organization has effectively put into use these conflicting
situations (Sharifi, & Esfidani, 2014). The concept of cognitive dissonance has been explained
by different theorists in different ways, however the most popular and acclaimed theory is of
Festinger. Festinger had noted that there is an inner drive among the human beings which refers
that the instinct of the human beings is to maintain a harmony among the inner attitudes and
inner beliefs, and the slightest change in the external environment can lead to changes in the
inner harmony as well which therefore leads to changes in the behavior of the employees
(Hinojosa et al., 2017).
Now the organizational analysts have stated that since the country is characterized
by .diversity, therefore, it is obvious that there will be conflicting situations generated form the
changes in the behavior, which will eventually lead to changes in the behavior and will cause
stress among the employees. Now, according to the researchers the Canadian organizations
effectively and strategically put the organizational conflicts into use. The managers of the

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organization aim at identifying the factors that had contributed into the conflicting situations and
therefore develop redressal strategies to account these factor. The motive of the organizational
managers is to channelize the affecting factors positively and therefore get productive outputs.
The organizations of the country incorporates training approaches, and these training sessions are
planned for the senior employees as well, in order to ensure changes in the behaviors of the
employees to reduce risk and conflicting situations. Wicklund, & Brehm,(2013), have stated that
the Canadian organizations effectively channelize the negative attributes and the negative factors
in a very positive way to ensure a productive result, and this is the determining factor for the
organizations to enjoy success.
Mars Model:
The researchers upon explaining the success factors of the Canadian organizations had
included the factors that motivate the behavior if the employees of the organization as well.
Therefore in order to understand and evaluate the behavioral attributes of the employees of the
Canadian organizations, the researchers have effectively used the MARS model (Kang, 2015).
The MARS stands for, Motivation, Abilities, role Perception and Situational Factors.

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According to the researchers the individual behaviors of the workplaces of the country
results into an integrated and effective team behavior. Therefore, the behavior and the attitudes
of the individual members of the organizations the researchers have considered the following
steps.
Motivation:
The factor motivation further includes three factors, which are,
o Direction, which refers to the goal orientation. The researchers have mentioned that the
organization of the country strategically develops the organizational goals in order to
keep the operational management transparent (Rubino, Volpone, & Avery, 2013).

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o Intensity, referring to the efforts made by employees. To ensure positive efforts of the
employees the organizations strategically manages and increases the aspects of employee
engagement.
o Persistence, which refers to the timeline. Therefore, the researchers have stated that most
of the jobs are target oriented and are to be done within a proper timeline (Ting et al.,
2017).
Ability:
The factor of ability refers to the capabilities and the natural tendencies of the employees.
This further includes four aspects.
 Learned capabilities, referring to the skills and knowledge of the employees.
 Aptitudes, referring to the natural capabilities of the employees.
o Competencies, referring to the personal values of the individuals and understanding the
strong and the weak areas of the individuals, which can either increase or reduce the
performances of the individuals (Yammarino et al., 2015).
o Lastly, the person- job- fit. This refers to the selecting the people who match the basic
criteria and the qualification needed for the job, and lastly developing the employees
through training programs (McShane, & Von Glinow, 2015).
Therefore, the organizations evaluate and identify all these criteria within an individual in order
to ensure the chances of productive outcome from that particular individual.

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Role Perceptions:
This particular aspect refers to the role perceptions of the individuals, which includes the
understanding of the tasks that are to be performed. Understanding the importance of the tasks as
well as to understand the required behavioral attributes in order to accomplish the tasks.
According to the researchers having a proper understanding of the task requirements is very
important in order to successfully completing the task and to avoid any firm of workplace
conflicts while conducting the task (Ting et al., 2017).
Situational Factors:
The situational factors are the most important factors as it includes the external
environment of the employees. This includes the physical environment, the colleagues or the
team members, and their behavior and the requirements of and the relationship with the mangers
(McShane, & Von Glinow, 2015).
The MARS model determines the individual behavior and helps in analyzing the factors
that are motivating and driving the behavioral changes or attributes of an individual, which is
important to understand and analyze the group behavior that the person is likely to develop and
project. However, a competent and understanding employee is likely to reduce the chances for
workplace conflicts and therefore maintaining the organizational codes of conduct.
Conclusion:
The above discussion provides a concise understanding of organizational behavior and
therefore has analyzed the success factors of Canadian organizational behaviors. In order to
explain the later, the discussion has included an analysis of the cognitive dissonance theory and

8CANADIAN ORGANIZATIONAL BEHAVIOR
the MARS mole, which has further provided an understanding of the organizational
performances of the country and the success factors of the organizational behaviors.
References:
Bratton, J. (2015). Introduction to work and organizational behaviour. Macmillan International
Higher Education.
Hinojosa, A. S., Gardner, W. L., Walker, H. J., Cogliser, C., & Gullifor, D. (2017). A review of
cognitive dissonance theory in management research: Opportunities for further
development. Journal of Management, 43(1), 170-199.
Kang, S. P. (2015). Change management: Term confusion and new classifications. Performance
Improvement, 54(3), 26-32.
Langton, N., Robbins, S. P., & Judge, T. A. (2013). Fundamentals of organizational behaviour.
Pearson E aducation Canada.
McShane, S. L., & Von Glinow, M. A. (2015). Organizational Behavior 7/e.
McShane, S., Tasa, K., & Steen, S. (2020). Canadian Organizational Behaviour (10th ed., pp.
283- 297). New York: McGraw-Hill Ryerson Publication.

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Rubino, C., Volpone, S. D., & Avery, D. R. (2013). Burnout on Mars and Venus: exploring
gender differences in emotional exhaustion. Gender in Management: An International
Journal.
Sharifi, S. S., & Esfidani, M. R. (2014). The impacts of relationship marketing on cognitive
dissonance, satisfaction, and loyalty. International Journal of Retail & Distribution
Management.
Ting, I. W. K., Lean, H. H., Kweh, Q. L., & Azizan, N. A. (2017). Impact of managerial
overconfidence and government intervention on firm leverage decision: A MARS model
approach. Institutions and Economies, 85-104.
Wicklund, R. A., & Brehm, J. W. (2013). Perspectives on cognitive dissonance. Psychology
Press.
Wilson, F. M. (2017). Organizational behaviour and gender. Routledge.
Yammarino, F. J., Mumford, M. D., Connelly, M. S., Day, E. A., Gibson, C., McIntosh, T., &
Mulhearn, T. (2015). Leadership models for team dynamics and cohesion: The Mars
mission. Team cohesion: Advances in psychological theory, methods and practice, 213-
245.