Key Points Concerning Organizational Behavior
Organizational behavior studies cultures that are embedded in an organization by defining the processes and modes of doing things in the organization (Dunbar, & Starbuck, 2006). LPA Industries is one of the companies that have strong and defined organizational behavior. This paper provides an expression of thoughts on its organizational behavior and the benefits and limitations of such a culture.
As stated above, LPA Industries is an organization that has evidently strong organizational behavior. It has its culture instilled in the 70 staff members who work in the various departments. Teamwork is a major component of this lineup of employees. Their company organizes team-building activities to cultivate this culture (Linnenluecke, & Griffiths, 2010). Besides, it has a culture of hiring experienced employees. Hiring knowledgeable employees guarantee better performance for the organization, although such an outcome comes at a charge.
A negative side of this company’s organizational behavior is the poor attitude that some of the employees demonstrate. In fact, the general manager has reported many such incidents among the employees. The organization also has a below-average motivation among workers. This situation is a major inhibitor of performance. The study of organizational behavior involves the analysis of some factors in the organizational setting, including people, structure, technology, processes, jobs, and external environment (Dunbar, & Starbuck, 2006). An analytical study of these factors in LPA Industries reveals some of the deficits in the organization’s culture.
Despite the availability of devoted general management, some individuals in the management department are not in touch with their employees in this organization. This situation has led to the perception of classes and increased arguments between employees in the organization. These factors alone have led to significantly high employee turnover and a reduction in employee motivation in the organization.
It is the role of management to ensure the existence of a favorable organizational culture (Linnenluecke, & Griffiths, 2010). Where the management is unwilling to ensure this cooperation, the organization is likely to be affected in different operational areas. The positive and negative aspects of organizational behavior in LPA Industries have led to different advantages and limitations to the culture, as discussed in the next section.
Benefits and Limitations
LPA Industries has a managerial behavior that has benefits and limitations to the organization. This company has significantly improved in performance, a factor that is partly attributed to improved organizational behavior (Linnenluecke, & Griffiths, 2010). LPA has increased the number of qualified employees who have skills and experience in the different areas of the organization. A reflection of the organizational behavior reveals that the organization has managed to improve the experience of its workforce through recruiting experienced employees. The organization is positioning itself in the ship repair industry that is also improving in terms of profits and dominance in the global markets.
The other benefit that LPA Industries has experienced because of the favorable organizational culture is improved employee performance. This organization has grown in profitability over the years. This outcome indicates improved output from each of the employees. However, the general organizational performance has dropped over the years, with the main reason being the evident poor staffing. Some of the factors in the organizational culture that may have contributed to this situation include the evident differences in administration from the general managers and some of the directors. The adoption of technological use in the organization has led to better output.
Some of the limitations of the LPA Industries’ organizational culture include the high employee turnover rate and the frequent arguments among employees. This organization has a poor motivation structure. According to Dunbar and Starbuck (2006), motivation is an effective part of any organizational culture. It leads to better organizational performance through better employee output. LPA’s management is largely against the employee motivation plans, and hence the frequent arguments between the employees. The organizational culture allows less motivation compared to other industries in the same area. The result has been the low turnover rates for organizations that have better employee motivation.
LPA has poor working relationships among employees. In fact, frequent reports of such incidents have been witnessed among workers. The organization has a workforce that carries out activities without appraisals and/or training after recruitment. This observation is another limitation to organizational success (Schein, 2010). According to Schein (2010), training is one of the factors of success in all organizations. Despite LPA adopting a wide use of technology, few of the employees undergo training on the application of this technology in their workplace, and hence the challenges in their daily working and the eventual poor individual performance.
The other limitation of the existing organizational culture is the availability of ill-defined administrative processes. Some of the managers are known to discourage employees in their quest for better performance. The situation has led to the failure of the organization’s work process. Any attempted simplification of one of the work processes by an organization’s employee is undesirable. The results include decreased performance and motivation and eventual arguments among employees. A major limitation of the organizational behavior at LPA is the decreased cooperation between the management and employees.
Reference List
Dunbar, M., & Starbuck, H. (2006). Learning to Design Organizations and Learning from Designing Them. Organization Science, 17(2), 171-178.
Linnenluecke, K., & Griffiths, A. (2010). Corporate sustainability and organizational culture. Journal of world business, 45(4), 357-366.
Schein, H. (2010). Organizational culture and leadership. New York, NY: John Wiley & Sons.