Introduction

An organization is an entity where there are a different set of objectives and goals for operational purposes to achieve them. To succeed, employees are the main pipeline and how they are handled is crucial to the realization of the pre-determined goals and objectives. Inherently, managers have to come up with strategic and measurable options which ensure that the employees are highly motivated and energetic in handling different tasks (Anderson). However, the process can be daunting, and the responsibility of managing a diverse team is more natural said than done. The procedure entails comprehending what type of leadership is essential for the workforce to maintain a level of stability in the employee workforce. Predominantly, organizational behavior is the blueprint to achieving a well-motivated and enthusiastic workforce. Organizational behavior is referred to as the attitudes and actions of individuals as well as groups towards one another and towards the organization as a whole and its consequential effects on the organization’s performance and functioning (Sascha, Wohlgezogen, and Zajac 589). There are fundamental concepts that revolve around the nature of people and the organization. These basic concepts are not specific, but, are critical, therefore, in improving the performance of an organization.

The philosophical concepts of organizational behavior revolve around managing the workforce. Sascha, Wohlgezogen, and Zajac(589) and Andersonhave determined various organizational behavior concepts that include individual differences, perception, a person, motivational behavior, and the desire for involvement. Additionally, theories of human dignity, the value of a person, organizational social system, mutuality of interest and holistic concept are other factors. Variations in the performance of the workforce with a direct relation to the execution of an organization are linked to how the workforce is managed(Sascha, Wohlgezogen, and Zajac 599). In most scenarios, business organizations, whether in the same industry or not, are faced with similar workforce factors. The only determinant as to how the business performs is the invariability on how managers take into account the administration of diverse groups under the philosophical guidance of organizational behavior concepts (Anderson). There are a lot of challenges and opportunities that are encountered by managers when handling the workforce.

Primarily, previous studies have focused on comprehending the specifics of organizational behavior, organizational behavior concepts and the links towards the success of any business whose managers incorporate the different corporate behavioral ideas (Anderson). Limited studies, nonetheless, have provided a comprehensive articulation of the complexities and opportunities offered while using organizational behavioral theories by managers(Sascha, Wohlgezogen, and Zajac 589). The primary objective of the present paper is to determine what are the challenges and the opportunities underlying when managers opt to use organizational behavior within an organization. The current research hopes to provide analytical information that will boost the current information relevant to organizational behavioral concepts and the challenges and opportunities managers face.

Methodology

The current research is basic research which investigates the underlying challenges and opportunities underlying the adoption of organizational behavior among managers. Primarily, the study is on theoretical research which encompasses analysis of secondary data which focuses on the challenges and the opportunities in the adoption of organizational behavior. Therefore, the research design for this current research is an exploratory based research which aims to find a correlation between the opportunities and the challenges that managers face while handling the workforce in any organization through the philosophical aspect of organizational behavioral concepts.

The data to be used is borrowed from secondary sources which have focused on the main topic of the present paper. The secondary sources are peer-reviewed journals, authentic and well-reviewed articles and journals online. Databases to be used include EBSCOhost, SQL-based databases and Microsoft Access.

Discussion

Organizational Behavior Challenges Faced by Managers

Regulatory behavior challenges require managers to implement changes to diversification, ethical, technological and globalization factors within the workforce. The main problems that managers face include the diversity of the workforce, ethical behavior, globalization response and technology, and innovation aspects.

1. Diversity at Work

The workplace is continually is change mode with more and more diversification of workers. Diversification includes racial, cultural backgrounds, religious and national differences as well as age and sexual orientation. Despite the constant need to hire people with specific requirements and skills, Anderson indicates that management of such individuals can be a difficult task. The reason is that each person has a particular set of characteristics, attitudes, response to authority and ideology on teamwork with a diverse team. The central challenge administrators face the knowledge of how to amalgamate different people to work under certain conditions to achieve the set objectives(Sascha, Wohlgezogen, and Zajac 589).

In most cases, preferential treatment is not the right way to go as this can cause a lot of friction among people. Impactful leadership entails the adoption of systematic and logical leadership style and skill in ensuring that people do not feel undermined but, are required to work together to achieve what is needed (Stone and Deadrick 140). The process may require the manager to treat people differently and come up with strategic, innovative ways of ensuring people work correlatively. For instance, the use of employee training such as inclusivity of teamwork training is the best way to achieve a diverse workforce working together.

1. Ethical Behavior

Ethics is the knowledge of and execution of good and disposal of the wrong. The understanding of what is right and wrong is set by the corporate set rules and regulations which stipulate what is necessary from the employees. This may not be, as Sascha, Wohlgezogen, and Zajac(589) states, easy to attain because of the cumulative factor of a diverse workforce which possess different mentalities and prioritization of individualism and not teamwork. The attitudes and actions may result in corporate scandals which involve unethical behavior which can either be public creating a long-term if not a short-term impact on the reputation of the business. The difficulty lies when the managers try to promote ethical organizational behavior as well as a culture within the employees(Sascha, Wohlgezogen, and Zajac 589). As stated earlier, as a human being, employees are set to survival mode which is regarded as individualism. Personal interest can be frustrating when handling grown-ups and the managers can opt to sideline such events and handle the issue at hand: teamwork.

1. Globalization Response

Globalization, from a corporate view, is the definition of transmitting from being local to being global. Administrators are required to manage international individuals who hail from a diverse background who are more complex and sophisticated compared to the localized workforce challenges (Hatch, 20). This is a two-pronged approach. On one end, managers are required to understand the corporate needs, objectives, and goals and comprehend how to utilize the workforce to achieve the set goals.

On the other hand, a manager is set to task in understanding how to utilize the workforce based on diversity backgrounds. For instance, the global manager uses the information to improve the subsidiary of organizational behavior to tally the overall corporate culture of the company to improve on performance (Hatch, 25). But, this is met with resistance from people at lower levels which is a threat to the achievement of set goals and objectives.

1. Technology and Innovation

Technology and innovation are considered the pivotal factors that ensure a business is at per with the competition or ahead of its competition. To realize this Hatch (41) determines that the workforce has to be updated on what is relevant to the business and how it will revolutionize how they operate. This involved communication of the technology and innovation changes with the workforce which, communication plays an integral part within any organization. As such, it influences how people and groups of teams work together and operate within the workplace (Hatch, 45). Since technology brings the promise of improving performance and ease mode of operation, it is continually being affected by the alienation of individuals who may not understand the relevance or how to use the technology. For instance, baby boomers or the older generation may not have the skillset in comprehending how to use the latest technology. The manager is tasked with the duty of finding ways to educate the groups on how to use the technology through organizational communication and inclusion strategy without discrimination.

Opportunities for Managers in Organizational Behavioral Concepts

1. Improving Workforce Skills

Technological changes, factors of organizational structural alterations and environmental modifications are among the constant aspects that change within any organization. Employees are required to be apt and up to date with the technology which entails equipping the executives and employees with the skills necessary to adapt to the change(Sascha, Wohlgezogen, and Zajac 589). This is a paramount opportunity as it provides the manager with a platform to improve on their managerial skills. The skills include (1) technical skills such as listening, motivational, organizational, problem-solving and decision-making skills (Lazaroiu 66). On the other hand, (2) managerial skills including how to generate developmental programs, career advancement programs, induction, and socialization among others improve how a manager administers his or her team.

1. Improving Quality and Productivity

Managers have the opportunity to develop on quality which in turn enhances performance productivity. Variety is necessary since customers or users can relate to the product and the service provided with the needs and expectations. High quality, for instance, ensures that customers have a good rapport with the business (Lazaroiu 66). There is an opportunity for any manager since various key dimensions are improved upon that include performance ratings, features, the durability of strategic management and reputation of the company. By confronting the challenges faced by managers within their work category, the quality and productivity of the workforce are enhanced. As a result, there is a witness of excellent management.

1. Total Quality Administration

The philosophy in management revolves around the drivers of any organization to the attainment of high-quality satisfaction of any customer with the continuous improvement of all organizational processes. These entail the intense focus on the needs of the customer which range from the type of product and the type of service needed. The manager is provided with the constant need to enhance improvement continuously through quality improvement (Stone and Deadrick 140). There are strategic ways of improving this which include empowerment of employees and accurate measurement of vital programs to improve the workforce. For instance, the incorporation of training programs for workers may require a skill set in handling the latest technology. How to go about is the real challenge as well as a real opportunity for the workforce to work hand in hand to improve on performance and output.

1. Empowering the Workforce

A manager’s primary role in any organization is to ensure that the employees are energetic, enthusiastic and ready to handle any tough project. The art of ensuring that employees stay motivated is both a challenge and an opportunity (Stone and Deadrick 130). To achieve this, managers delegate the power and the responsibility to the lower cadre of employees by assigning some form of freedom to make decisions on work-related aspects. The aspects can include decision making on operations, strategic adoption of ideas and how to make the workforce coordinate based on responsibilities and work aims(Sascha, Wohlgezogen, and Zajac 589). Therefore, the manager has to ensure that encouraging the workers to participate in the work roles is related to the decision and the will to enhance their work commitment. The reason is that managers are required continuously to allow their employees to fully control their work performance which impacts on the self-supervision factors and improved work output.

Conclusion

Organizational behavior plays a critical role in ensuring that the workforce maintains a level of professionalism and be able to achieve business aims and objectives within the required timeframe. The philosophical approach to this, organizational behavioral concepts, provides the framework for managers to utilize different strategies and comprehend what it takes to achieve a high-quality workforce. The present paper has presented sufficient information regarding the challenges and opportunities that managers face when incorporating organizational behavior. The paper hopes that the data can be used in any corporate setting by managers to improve on their administration strategies as well as in the research domains to improve on investigative research on organizational behavior.

Work Cited

Anderson, Donald L. Organization development: The process of leading organizational change. Sage Publications, 2016.

Albers, Sascha, Franz Wohlgezogen, and Edward J. Zajac. “Strategic alliance structures: An organization design perspective.” Journal of Management 42.3 (2016): 582-614.

Hatch, Mary Jo. Organization theory: Modern, symbolic, and postmodern perspectives. Oxford university press, 2018. 1-100.

Lazaroiu, George. “Work motivation and organizational behavior.” Contemporary Readings in Law and Social Justice7.2 (2015): 66.

Stone, Dianna L., and Diana L. Deadrick. “Challenges and opportunities affecting the future of human resource management.” Human Resource Management Review 25.2 (2015): 139-145.

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