OB_and_Management
In an era of increasingly competitive business environment, it is the competitive advantage that gives an organization edge over others. Competitive advantage comes from technological advancement, superior products and services or monopoly all of which are likely short-lived. Experts agree that a quality human resource is the single most asset that continues to provide competitive advantage to the organization in th ever-changing business environment. However, the human capital behavior is extremely complex to understand and manage. Hence, it is important for the management to value Organization Behavior (OB) highly and continue to practice scientifically established methods. Organization behavior principles help the management to effectively manage the human behavior to be successful in the paradigm-shifting business environment of 21st century. There is growing research evidence that employees’ psychological capital is positively related to their performance and desired attitudes. Investing in this human capital results in desired performance outcomes such as increased productivity and customer satisfaction (Luthans, pp. 6). The current work-force is increasingly mobile, spread over globally, culturally diverse and a heterogenous mix of computer literacy. It is evident that such a work-force has created great challenges to the management in performance management, sustaining the intellectual capital and minimizing associated expenses. Monetary incentives alone are not effective in the current environment. Businesses can no longer offer or sustain job security to employees. Hence, in order to keep the employee morale high, it order to sustain reasonably good performance from its human social capital, the management needs to invest in organization behavior and its principles. Understanding, predicting, and management of human behavior helps the organization find the right fit talent and continue to nurture it for the mutual benefit. OB draws from many theoretical frameworks of the behavioral sciences that are focused on understanding and explaining individual and group behavior in organizations (Luthans, pp. 20). A reasonably good job done in predicting the behaviral patterns, career choices and future capabilities, helps the organization collect best fit human capital for its team composition. Traditional performance management techniques such as classifying high-low performers and removing the low performance layer is proving to be incorrect and counter-productive for the business. Applying the right control and scientific OB principles would help the management to realize the hidden potential as well avoid disrupting the employee bonds. There are several examples that show OB has clear impact on the bottom line of a company. Sometimes it is not evident in the short-run, but will show up unmistakably in the long run in various forms. Stating the account incorrectly to show profits helped Nortel Networks in the short run but ultimately consumed the whole company and caused deep misery to its employees in lost pensions and income support. Unethical practices in the African Diamond industry is a continued challenge till date. Having the right control and leadership to implement scientific OB principles have resulted in long sustained profitable businesses like GE and Siemens to name a few. Real Case: My current organization, GGI Inc. grew both organically and by purchasing other businesses over the period of years. One such business that was taken over by GGI had a very loyal and aged team of professionals that found itself in a challenging position after the acquisition. During 2005-2008, it presented a classsic case of technology disrupting the business and forcing the company to employ the skills needed for the newer technology consulting domains. The skill set of 40 plus team members needed to be enhanced at a significant cost to the company. The easier choice would have been to retire the team without much consequences. Instead, GGI with its presence in multiple global locations, offerred the members right fit employment and in some cases relocation in order to continue their employment. The company ensured every remaining employee got re-trained. Erstwhile general management consultants became skilled SAP consultants after training. The result was very encouraging when such professionals came armed with management plus technical skills. At present, GGI has made tele-working available to every consultant in the consulting organization. It has resulted in a very good work-life balance for the consultants.