Organizational Behavior: ERP Implementation and Management Challenges

This report provides a comprehensive analysis of organizational behavior, exploring the differences between efficiency and effectiveness and identifying a real-world example. It examines the importance of ethical criteria in managerial decision-making and outlines the roles of divisional and functional managers in strategy formulation. The report further differentiates between output and behavior control, discusses employee preferences for virtual versus face-to-face teams, and explains the benefits of integrative bargaining. Finally, it addresses the challenges of Enterprise Resource Planning (ERP) implementation and suggests ways to overcome related roadblocks. The report references key academic sources to support its claims, providing a well-rounded perspective on the subject.

Running head: ORGANIZATIONAL BEHAVIOR
Organizational behavior
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1ORGANIZATIONAL BEHAVIOR
Evaluation of the difference between efficiency and effectiveness and identification of a real
organization that can be efficient and/or effective
The efficiency management in an organization means about doing things the right way
whereas the effectiveness means doing the right things while working within an organization.
While being effective represents doing the right things and meeting a purpose to achieve the
desired outcomes, the management of efficiency is all about doing things in a best possible way
with the least effort and time put in it (Andrews & Van de Walle, 2013). For example, the sales
team, when being able to achieve the target of 70 calls every day, can be termed as effective
while for the sales manager, keeping track of reports and management of lead generation can
represent the efficiency with the job roles managed.
The effectiveness is actually the extent to which the organization has managed to meet the
demand and expectations of the customers with the help of customer value proposition. Tesco is
a real world organization and a major retail supermarket chain that has represented effectiveness
in terms of meeting customers’ expectations and ensured high level of customer satisfaction to
offer value proposition (Ferrell & Fraedrich, 2015).
The efficiency of the organizations represents the organizational ability, i.e., how Tesco
manage the relative assets and resources to ensure value proposition. Tesco has managed the
human as well as financial assets and at the same time, managed technologies, inventories and
supply chains for strengthening the networks and ensure transformation of inputs into outputs
through management of processes and functions effectively.
Need for the managers to use ethical criteria for facilitating the process of decision-making

2ORGANIZATIONAL BEHAVIOR
The manager, being holding a good position within the industry, must act more as a leader
rather than a manager as well as meet the ethical requirements and criteria for facilitating the
process of decision making in business. The managers should behave in an ethical way to make
sure that the ideas, views and opinions of the employees are considered to make collective
decisions and manage shared decision making. Acting unethically can often result in hampering
the process of production and organizational performance too. Thus, acting ethically and
managing acqusitions of self-interest with the involvement of various business stakeholders can
also result in improving the effectiveness of decision making process, furthermore ensure acting
with integrity and honesty as well as keep in consideration the viewpoints of stakeholders (Hill,
Jones & Schilling, 2014). This would also help in acting according to their interest, furthermore,
ensure ethical decision making and providing significant amount of rate of return on investments,
which should enhance the living standards and wellbeing of the organization too.
Roles of divisional and functional managers in the strategic formulation process
The roles of functional managers are to manage the daily activities and implement an
effective action plan whereas the role of division manager is to satisfy the long term goal and
objectives of the organization. The functional manager also holds the responsibility of gaining
control and authority over the department and focus on improving the functional areas associated
with the key functions and operations managed daily within the organization.
The divisional manager is more associated with the formulation of strategies by creating a set
of operational sales goals and objectives and even provided leadership, guidance, and support to
the operations manager. The divisional managers are also responsible for managing performance
appraisals, recruitment policies’ implementation and communicating changes in the laws, rules

3ORGANIZATIONAL BEHAVIOR
and regulations implemented within the organization (Duchin & Sosyura, 2013). They manage
everyday operations while the functional manager enables proper control and power over the
various departments, thereby, aim to improve the organizational efficiency through
implementation of strategies effectively too.
Evaluating the difference between output control and behavior control
The output control is the concept where the managers are responsible selecting a set of goals
and performance standards based on the output to be achieved. These goals and performance
standards that are set could help in evaluating the quality, responsiveness, innovation and
efficiency in meeting the demands and expectations of the customers. The performance standards
and goals to be achieved are found in various levels including the corporate level, functional,
divisional and individual level too (Schmidt et al., 2018). The behavior control, on the other
hand, represents the right and duties required to direct or control the way the employees perform
the tasks. The behavior control is also associated with the various approaches undertaken to form
good interrelationship between the team memebrs and at the same time, aim to achieve the
desired goals and objectives.
Types of employees who prefer to work in a virtual team and those who like meets face-to-
face
The employees who are independent, self-aware and confident are most likely to get
associated with the working in a virtual team. The employees possessing great skills and
knowledge are mostly associated with the working in virtual teams without any need to get
involved in training and development programs. The face to face meetings for the team members
are more effective considering the fact that it creates convenience for the memebrs to discuss

4ORGANIZATIONAL BEHAVIOR
queries and find out solutions face to face, which also facilitates clarification (Wadsworth &
Blanchard, 2015). The employees who are interested in learning and development are more
involved in face to face meets to ensure providing relevant solutions to the issues, furthermore
enhance the team performance and working efficiently.
Reasons for the promotion of integrative bargaining rather than distributive negotiation by
the managers
The managers have found the integrative bargaining more effective considering the fact it
has managed negotiations and allowed the parties to facilitate collaborative working, thereby,
deriving a proper solution to find solutions to the issues. The integrative bargaining strategy
enables formation of mutual agreements that can benefit both the parties, furthermore resolve
any minor issues associated with the business functioning and team work performance.
On the other hand, the distributive negotiation strategy enabled dividing the resources and
providing those to the parties without any focus on managing the assets. The integrative
bargaining facilitated the extension of resources, which helped in problem solving mutually and
also acquire mutual benefits with ease and efficiency (Trötschel et al., 2013). Thus, the managers
preferred integrative bargaining over distributive negotiation.
Issues related to the ERP implementation and finding ways to overcome the roadblocks to
implementation be overcome
There were evidences showing companies that faced complexities while implementing an
effective management information system, also known as the Enterprise resource planning or
ERP. The management of staffing process could be a major roadblock to successful
implementation of ERP while lack of understanding or gaining knowledge about the project

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management budget could be another major issue while implementing ERP at the organization.
To overcome the roadblocks, getting the right people on brad, through effective recruitment and
selection process, would be essential while gaining the trust of vendors could be essential as well
(Hoch & Dulebohn, 2013). The engagement of engineers and employees of the organization is
important for acquiring their ideas and opinions required to ensure proper implementation of
ERO and ensure management of information and knowledge properly too.

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References
Andrews, R., & Van de Walle, S. (2013). New public management and citizens' perceptions of
local service efficiency, responsiveness, equity and effectiveness. Public Management
Review, 15(5), 762-783.
Duchin, R., & Sosyura, D. (2013). Divisional managers and internal capital markets. The
Journal of Finance, 68(2), 387-429.
Ferrell, O. C., & Fraedrich, J. (2015). Business ethics: Ethical decision making & cases. Nelson
Education.
Hill, C. W., Jones, G. R., & Schilling, M. A. (2014). Strategic management: Theory & cases: An
integrated approach. Cengage Learning.
Hoch, J. E., & Dulebohn, J. H. (2013). Shared leadership in enterprise resource planning and
human resource management system implementation. Human Resource Management
Review, 23(1), 114-125.
Schmidt, R. A., Lee, T. D., Winstein, C., Wulf, G., & Zelaznik, H. N. (2018). Motor control and
learning: A behavioral emphasis. Human kinetics.
Trötschel, R., Bündgens, S., Hüffmeier, J., & Loschelder, D. D. (2013). Promoting prevention
success at the bargaining table: Regulatory focus in distributive negotiations. Journal of
Economic Psychology, 38, 26-39.
Wadsworth, M. B., & Blanchard, A. L. (2015). Influence tactics in virtual teams. Computers in
Human Behavior, 44, 386-393.

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