Essay on Organizational Behavior and Management in Business Settings

This essay examines the critical aspects of organizational behavior and management, focusing on control mechanisms, including rules, procedures, and performance-based approaches. The essay applies theoretical models such as Schein's iceberg model, Deal and Kennedy's model, Maslow's hierarchy of needs, and Herzberg's dual-factor theory to analyze how organizations can influence employee behavior and achieve their objectives. It explores the benefits and challenges of implementing control through both rules and procedures, as well as performance metrics. The essay also analyzes Tony Watson's article 'Motivation: That's Maslow isn't it?' and reflects on the perceptions of teachers, students, and managers regarding motivational theories. The author discusses the application of motivational theories in the context of a business solutions and technology innovation company, considering the impact on employee motivation, performance, and overall organizational success. The essay also incorporates the Hofstede model to analyze the impact of cultural differences on employee behavior and performance.

Organizational Behavior and
Management
STUDENT’S DETAILS-
ORGANIZATIONAL BEHAVIOR AND MANAGEMENT 0

ORGANIZATIONAL BEHAVIOR AND MANAGEMENT 1
Task 1
Organizational behavior is an important aspect in any organization. It refers to study or
understanding of behavior of people in the organization and also identifying the causes and
effects of that behavior (Osland et al., 2015). Organizational control is also plays a very vital role
in an organization. It is the process by which the activities of people within an organization are
evaluated which can lead to the attainment of organizational goals or objectives (Adler, 2018). In
order to maintain an effective control process, the managers evaluate the performance standards
and give the feedback to the employees. An organizational control is the process of influencing
the behavior of employees in order to achieve the goals and objectives of the organization
(Knights & Willmott, 2012). Control consist of development of rules, guidelines and formal
procedures that helps an organization to influence the behavior of the employees to act in
discipline and moving ahead to achieve the objectives of the organization.
There are different forms of control to examine the actual performance of employees into the
organization. These forms of control differ from organization to organization. As per Knights
and Willmott, there are four forms of control, namely direct supervision, bureaucratic
procedures, cultural control and Output and Self-regulation. Now, control through rules and
procedures and control through performance are discussed in the following path. For discussing
these two forms of control, various theories and models are applied like Schein’s iceberg model,
Deal and Kennedy’s model, Maslow’s hierarchy of needs and Herzberg’s dual-factor theory.
These two forms of control are helpful for managing, controlling and influencing them from
motivation to improve performance. Further, the discussion is about control through rules and
procedures and control through performance.
Control through rules and procedures means the controlling of the activities and functions of the
individuals through formal rules, regulations and standards within the organization (Annosi &
Brunetta, 2017). An organization uses strict documents and reports to measure and monitor the
effectiveness of performance towards the organizational objectives. There are a set of rules and
procedures for the individual and the individuals are bound to follow those rules in order to
maintain a discipline in the organization and also leading the organization towards the attainment
of organizational goals. In the understanding of this control, Schein’s iceberg’s model can be
applied. Schein’s model of culture states the two aspects of culture which are visible and

ORGANIZATIONAL BEHAVIOR AND MANAGEMENT 2
invisible. The invisible are values and beliefs of the people and the visible ones are the job
descriptions, strategic plans and formal disciplinary procedures which controls the behavior of
individuals (Hogan & Coote, 2014). Therefore, this model can be used for the part of visible
aspects in this model. Apart from this, there is one more model called Deal and Kennedy’s model
based on the two dimensions- degree of risk and speed of feedback. This model states that there
should be higher degree of risk and higher speed of feedback to increase the sales of the
company (Bremer, 2017). The degree of risk taken in the business is the basic rule of doing
business as the business cannot survive without taking risk and therefor it is the major aspect of
control through the rules related to taking risk in the organization. Moreover, the feedback and
rewards given to the employees is documented and contains the procedures which enables an
organization to control them also giving them warning through a formal procedure and a proper
format in order to improve their behavior into the organization.
Further, the Senior Manager of Business Solutions and Technology Innovation may have
different benefits and may face different challenges in enforcing the control through rules and
procedures in the company. The benefits include that it helps in maintaining an organized and
effective control over the workforce (Annosi & Brunetta, 2017). This control helps the manager
to enforce the control in a systematic and formal procedure which increases the credibility of the
information and allows an employee to follow the hierarchy which decreases the favoritism. In
this type of control, the manager divides the work on the basis of specialization which helps him
in monitoring the activities in an easier way. It helps in keeping the record of decisions and rules
being executed in the company by the manager. One of the biggest challenges that the managers
face while enforcing control through rules and procedure is the resistance of the rules due to the
rigidity which reduces creativity. It involves the paperwork through which all the documents are
maintained and it leads to wastage of time of the manager (Mori, 2017). The manager under this
control being impersonal due to rigid rules faces difficulties in maintain relationship with the
employees and as well as customers. The manager makes slow decisions due to undertaking of
the whole procedure takes time and leads to slow decisions. The manager makes rules and
procedures to bound employees but it limits their capability and innovation. Thus, it can be a
disadvantage for the manager as this will reduce the profitability for the company.

ORGANIZATIONAL BEHAVIOR AND MANAGEMENT 3
Control through performance means measuring the output or end result of a certain activity and
comparing it with the plans made for improving performance and taking corrective action
whenever required. This control sets the targets for the employees and the objectives that the
organization attempts to achieve (O'Neill, 2016). Customer satisfaction is a major factor in
control through performance as the production impact the customer satisfaction. However, it can
be said that performance can be improved through motivation. If the employees are motivated
towards the work, they are more likely to give positive results. In that case the Maslow’s
Hierarchy of needs theory which specifies the different hierarchy of needs that employees have
and how these needs motivate them to achieve organizational goals and ultimately helps in
improving performance (Healy, 2018). This theory includes physiological needs, safety needs,
social needs, esteem needs and self-actualization needs. The satisfaction of one need leads to the
driving of another need and when all the needs are satisfied, it leads to the motivated workforce.
Therefore, this model is helpful in analyzing their needs and satisfying them to keep the
employees motivated and focused towards the work which can be used for control through
performance by the organization. Apart from this, there is one more model called Herzberg’s
dual factor theory. This theory states that there are two factors that lead to the motivation of the
employees. First factor is motivators which lead to the motivation of the workforce. The
presence of these factors creates positive satisfaction. Second factor is hygiene factors which are
necessary for an organization. The presence of these factors does not always create satisfaction
but if these factors are not present then it creates strong dissatisfaction among the employees
(Alshmemri et al., 2017). This model can be used for the motivator’s part for the motivating
factors like recognition, giving promotional opportunities to employees and meaningfulness of
the work given. These factors can help an organization in control through performance by
satisfying the motivating factors which can lead to increase in the performance of the workforce.
Apart from this, there is one more called Hofstede model which has different dimensions which
helps in identifying the different cultures of the people that defines their behavior and ultimately
helps in improving the effectiveness in their performance.
Further, as a Senior Manager, there are many challenges and benefits also in enforcing the
control through performance. The benefits include that it helps the manager to lead the
organization towards success by monitoring the performance of the employees. In this way, it
benefits the manager to take right decisions and serving the customers in a better way. The

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manager also gets the benefits of employee retention. If the employees are motivated towards
improving performance, it reduces the labor turnover which ultimately reduces the time spent on
recruitment and training and development of the employees. However, control through
performance can lead to the profitability of the organization and it can help the manager to get
recognition from the company. Improvement in the employee’s performance will ultimately
improve the performance of the manager as well and it will lead to better career opportunities for
the manager (Adler, 2018). Apart from this, there are various challenges as well that the manager
faces while establishing control through performance in the organization. Sometimes the increase
in output can result in efforts made in inputs by the manager. When the manager pressurizes the
employees to work hard, it can create a negative impact as well. The manager may face the
challenge when employees get demotivated rather than being motivated which can affect the
productivity of the organization and may also lead to poor customer service. Further, if the
manager fails to understand the behavior of the employees, then it will be difficult for the
manager to enforce the control and that can influence the profits of the company (Verburg et al.,
2018). If the manager is partial towards the employees then the manager may face various issues
due to favoritism.
Task 2
The article of Tony Watson ‘Motivation: That’s Maslow isn’t it?’ highlights the ethnographic
experiment and the perceptions of teachers and students on how they will react to the
motivational theories given by various theorists. It defines the motivational experiments as
performed by the managers, teachers and students. This experiment is done to analyze the culture
of the organization and the reflective analysis of the experiments executed by the teachers,
students and management professionals for the management perspective and for the perspective
of business. The organization has to abide by the management principles and theories of
motivation which helps in satisfying the various different needs of the employees and motivating
them towards the work (Clayton, 2015). The article is based upon the idea that the managers are
more experienced through management learning in the business school. The managers of the
Business Solutions and Technology Innovation can apply the motivational practices or theories
in the company that suits their company and the employees as well. Motivational theories
include the Herzberg’s dual factor theory, Maslow’s hierarchy theory which is applied by the
manager as per the need of the different employees (Stoyanov, 2017). The manager uses the

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motivational theories to make employees competitive and make them feel appreciated and
supported which can prevent job satisfaction. The manager applies the Maslow theory of
motivation which has different levels of needs like physiological needs, safety needs, social
needs, esteem needs and self-actualization needs. Each level of need has a certain satisfaction
after the fulfillment of that need (MacDonald & Bowen, 2017). Employees are motivated when
their needs are fulfilled and the manager can provide promotional opportunities to motivate them
to achieve better results. This can result in the development of employee’s performance and
effectiveness (Jerome, 2013).
In this article, student’s perception or reactions are also analyzed towards the motivational
theories. The management learning in the course is described by their experience through the
theories. The learning which I can take as a student is by the application of these motivational
theories in their management course. Maslow hierarchical needs theory is the most common
theory to be learnt and the theory starts with the basic physiological needs like food, shelter,
sleep, sex (Cherry, 2019). Clean bathrooms and safe drinking water are the basic needs of me as
a student. Then the next is the safety need which includes health, safe and security of the
environment and need for the employment that motivates me to earn their living. Next is, social
needs which motivates me to have better relationship with the friends, family and the people I
am surrounded with and also the culture of the society to be warmth and friendly. The fulfillment
of these needs makes me responsible and engaged. The fulfillment of social needs leads towards
the driving of self-esteem needs which enables me to be confident and placed in a good
organization and also respects others. Then there is self-actualization need which is satisfied
when my long term targets are met. People are encouraged to analyze their full potential after
satisfying the needs (D'Souza & Gurin, 2016).

ORGANIZATIONAL BEHAVIOR AND MANAGEMENT 6
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