Globalisation, Organisational Behaviour And Organisational Development

Globalisation, Organisational Behaviour And Organisational DevelopmentThe in advance(p) world is smaller yet world(prenominal) market that undergoes rapid change. Today, we be confronted with the scenario of a changing workforce that is multicultural and diverse in beliefs, ethnicities and doingss. For instance, in the United States one-quarter of the Ameri piece of ass workforce is represented by minorities with this figure expected to grow in the future. Also, women account for fifty percent of the paying(a) workforce in the United States.This miscellany presents system of ruless with both opportunities and unique challenges. A diverse workforce in a global market is great advantage, but while the benefits ar obvious, there are similarly various issues that diversity throws up, these issues need attention for work to take place in peaceful and efficient manner.In this modern world that has been shrunk through transport and communication it is paramount for work teams to consist of employees with different traits and doingss. It is the job of a manager to effectively manage these varied singulars and mould the behaviours to receive about harmony and benefit the organisation keeping in mind the companys core values and business aims.Organisational Behaviour is defined as, Actions and attitudes of individuals and groups toward one another and towards the organization as a whole, and its effect on the organizations functioning and carrying into comportion.While Organisational Development is stated to be, Theory and practice of planned systematic change in the attitudes, beliefs, and values of the employees through creation and support of long training programs. Its objective is to enable the organization in adopting-better to the fast-changing external environment of novel markets, regulations, and technologies.Both Organisational Behaviour and Development are interwoven and their concepts are open(a) of acting mutually. Some of the areas wher e they are used together could be in trust building exercises, team-work strategies, critical listening, cultural exchange and alike behaviour modification.What is behavioral Modification?All organisations are set up with particular core goals and aims in mind. Various resources including money, machines and manpower are utilised to achieve these goals. Modern businesses lots refer to their Human Resources (manpower) as their biggest and most important asset and it is widely understood that this single resource plays a vital and irreplaceable role in the attainment of success and the achievement of an organisations objectives. Thus, gentlemans gentleman behaviour at work plays an essential role in the smooth functioning of day to day activities as well the targeted long term goals. It is essential for a manager to posses the skills to identify and predict un in demand(p) behaviour and bring about required changes in mold to make human behaviour at work productive and supportive to the organisations goals.In business language the art of modifying and moulding human behaviour is cognise as behavioural modification. It is a conscious effort on behalf of a supervisor or manager to reinforce each successive step that moves an individual towards or away from a desired or undesired behaviour in the work environment.Behavioural modification is rooted to the fact that behaviour depends on essence and is concerned with inducing new behavioural patterns in an individual that would benefit the organisation.What is Reinforcement?Reinforcement is a term that is heard often when discussing behaviour modification and is essential to conditioning. In such a context it refers to anything an individual might find honouring. Reinforcement is related to the psychological process of motivation and is environmentally based. Reinforcers are external environmental events that follow a desired behaviour. Reinforcement could be either lordly or ostracize and is likely to stren gthen the rejoinder and increase the probability of repetition.Burrhus Frederic Skinner and his contribution to the field of Behavioural ModificationB.F. Skinner, an American psychologist and professor at Harvard University is considered to be one of the pioneers of behavioural modification. Most modern day behavioural modification concepts are a result of Skinners work and his most renowned theory is the Reinforcement Theory.Skinners theory is based on the right of Effect which states that an individual is mellowedly likely to repeat behaviour when followed by favourable consequences (reinforcement) and tends not to repeat a particular behaviour when it is followed by an admonitory consequence.The Reinforcement TheoryProfessor B.F. Skinner articulated the major theoretical constructs of the Reinforcement Theory. Skinner was of the opinion that internal requirements and drive of an individual are inconsequential and that individuals can be taught to exhibit behaviours based on events that follow the behaviour.The theory focuses on overriding unwanted behaviour and influencing required behaviour aided by the use of rewards and punishment that are dealt out as a consequence of the behaviour. This method of behaviour change is commonly known as operant conditioning. there are two essential prerequisites for the effective application of the Reinforcement Theory in real biography scenarios, they can be found below.Managers must be able to find a consequence that is strong enough to have an impact on the targeted employee.Managers must be able administer a consequence in such a manner that it is easy for the employee to understand the relation between the behaviour that is targeted for change and the resulting consequence.According to the theory managers must know if they are required to increase or decrease the probability of an event. Once this has been decided a manager must then determine if the use of a positive or negative consequence is appropriate. Fi nally, a manager must consider if it is correct to apply or withhold the consequence to gain a desired behavioural change. The answer to these dilemmas is answered through four unique alternative consequences despotic Reinforcement, Negative Reinforcement, penalisation and defunctness. They have been explained in greater detail belowPositive ReinforcementPositive reinforcement encourages behaviour by following a response with a favourable consequence. An employee who receives recognition or any other reward is likely to repeat the behaviour. It is advisable for forethought to have a dedicated program for positive reinforcement as it has been documented to increase job performance and satisfactionNegative ReinforcementNegative Reinforcement is often confused with punishment. While punishment is aimed at decreasing the probability of an undesirable act, negative reinforcement is the termination or withdrawal of an unpleasant consequence following a desired behaviour. Negative rein forcement strengthens and increases the repetition of the behaviour.PunishmentThe use of punishment as a managerial strategy is becoming more common. It is applied by confronting an undesired behaviour with an unwanted or uncomfortable consequence and it is meant to discourage repetition of the behaviour in question. Punishment discourages certain behaviour but does no have a direct impact on enforcing a positive behaviour either. Punishment has the potential to sour work relationships and thus must be used with caution after evaluation of all relevant aspects of the situation.ExtinctionExtinction is the act of withholding positive reinforcement with the aim of decline and eventual cessation of an unwanted behaviour. Extinction is equally capable of ending good/ unimpeachable behaviour as well if the manager unknowingly fails to recognise an employees contribution over time. The most common example of unwanted extermination is when an employees suggestions and inputs are handle by a superior, it often leads to the employee holding back his/her opinions in the future and the chance that a helpful input will never see the pass of day increases.Something WantedSomething UnwantedSomething Givenis a reward and a positive reinforcementis punishmentSomething Deniedis punishmentis a reward and a negative reinforcementReinforcement SchedulesThe timing of reinforcement is paramount to its success, in professional and academic circles the timing of reinforcement is referred to as reinforcement scheduling. In real life work settings it is next to impossible to continually reinforce desired behaviour.Since continuous reinforcement is not practically viable, reinforcement is commonly run according to an sporadic schedule. C.B. Ferster along with B.F. Skinner developed an intermittent system with the following four schedules1) persistent Interval A reinforcer is applied after the passage of a certain limit of time post the travel byrence of the desired behaviour.e.g. A manager praises individuals in his team only once a week at the Monday morning meeting. In this case the interval is one week and the employee receives recognition for any amount of work done in that specific seven day span.2) Variable Interval A reinforcer is applied at a random stage with no identifiable or definite period of time.e.g. The management team promotes an employee to position of higher authority after an eight month period after recognising his contribution and consistent performance over an unrelated period of time.3) Fixed Ratio A reinforcer is applied only after a fixed number of desired events have passed.e.g. A gross revenue administrator receiving a bonus after hes achieved a certain targeted number of sales4) Variable Ratio A reinforcer is applied only after a certain number of desired results, however, the number of desired results changes from time to time or with different situations.e.g. An employee receives time-off with pay or an awardThe above f our schedules are referred to as methods of Partial Reinforcement, where responses are reinforced only part of the time.Reinforcement schedules and their effects on behaviour are explained further with the table below.Scheduleverbal descriptionWhen applied to IndividualWhen Removed by ManagerOrganizational ExampleContinuous ReinforcementReinforcer follows every responseFast method for establishing new behaviourFaster method to cause extinction of new behaviourPraise and recognition immediate to every responsePartial ReinforcementFixed IntervalResponse after specific time period is reinforcedSome inconsistency in response frequenciesFaster extinction of motivated behaviour than variable schedulesDaily, weekly or monthly pay checkVariable IntervalResponse after varying period of time (an average) is reinforcedProduces high rate of steady responsesSlower extinction of motivated behaviour than fixed schedulesPromotion, Recognition, TransferFixed RatioA fixed number of responses must occ ur before reinforcementSome inconsistency in response frequenciesFaster extinction of motivated behaviour than variable schedulesPiece rate, Commission on salesVariable RatioA varying number (average) of responses must occur before reinforcementCan produce high rate of responses that is steady and resists extinctionSlower extinction of motivated behaviour than fixed schedulesAwards, Bonus, Time-offSource (Table) O.Behling, C.Schriesheim and J.Tolliver Present Theories and New Directions in Theories of Work Effort Journal of Supplement Abstract improvement of the American Psychological Association 1974A run of the mill behavioural modification technique consists of the following four stepsStating the desired behaviour as objectively as possibleMeasuring the current incidence of desired behaviourProviding the correct consequence to reinforce the desired behaviourMaintain a systematic assessment of behavioural change post the behavioural modification programWhile the Reinforcement Theory is often criticised, the insights the theory provides into individual teaching and motivation will always be of importance.Criticisms Limitations of Reinforcement TheoryThere are many criticisms levelled against the Reinforcement Theory, the strongest accusing the system of sweep throughly ignoring cognition amongst human beings. It has been argued that a purely theoretical approach fails to address the impact that any alternate motivations might have on human behaviour. The Reinforcement Theory also fails to explain altruism (selfless deeds) whose sole aim is to help another person.Looking past these criticisms the Reinforcement Theory does still have further limitations in practice, a few which are listed below.Limitations of the Reinforcement Theory1) Reward and punishment are bound to alter from person to person based on personal preferences and also based on the circumstances under which they are dealt out. Rewards might vary in their attractiveness from one employee to the next and likewise punishment too can have a range of reactions from rage to total indifference.2) Managers are often confronted with situations that require them to re-think their reward and punishment strategy as it is quite common for reinforcers to recur their value/effect as time goes by. Human nature, be it a child or grown professional causes us to lose interest or become oblivious to receiving rewards and reprimands once they are seen as a norm. Just like a child loses interest in candy as a reward, a professional isnt always driven by just the promise of a bonus or a few extra days of paid leave and can often be seen to expect it as part of normal procedure and not an incentive.3) It is difficult for the manager to be in complete control of all sources of reinforcement. It is very common for an employees peer group to be a stronger reinforcer than any kind of punishment.4) The system of rewards does not always bring about an internal change, the desired change is jus t a response to the reward offered. Once the reward is withdrawn, the likelihood of the employee reverting to old behavioural patterns is high.5) Punishment is not always easy to deliver. It is an instrument that must be used with care. Punishment must be consistent and unavoidable, it must follow the undesired act closely (i.e. it must be immediate) and must also be firm.6) Punishment can lead to anger, fear and a range of other negative emotions that are undesirable at work. These emotions will be associated with the manager or superior who inflicts punishment.ConclusionA