Running head: OPERATIONAL LEADERSHIP PLAN, PART IV

Leadership Operational Plan, Part IV Organizational Behavior Velda Eaton October 11, 2011

OPERATIONAL LEADERSHIP PLAN, PART IV

Organizational Behavior Organizational culture, behavior and value, although different in meaning, signify three very important aspects of people management. These terms are largely related to the psychology of employees, and these three tools can be used by the management to improve the efficiency and workrate of employees in an organization (Kulkarni, 2011). Organizational behavior has been a topic among domestic and international corporations for over 70 years (Walonick, 1993). Organizational behavior is the action or attitudes of individuals and groups toward one another and toward the organization as a whole, and its effect on the organization's functioning and performance (Business Dictionary, 2011). However, organizational behavior is not without organizational culture and values: values and behaviors, which contribute to the unique social and psychological environment of an organization (Business Dictionary, 2011). Organizational culture is the sum total of an organization's past and current assumptions, experiences, philosophy, and values, which hold it together, and is expressed in its self-image, inner workings, interactions with the outside world and future expectations. Organizational behavior, culture and value is based on shared attitudes, beliefs, customs, express or implied contracts, written and unwritten rules the organization develops over time, which have worked well enough to be considered valid, which manifest in the ways the organization conducts its business, treats its employees, customers, and the wider community. It manifest in the extent to which autonomy and freedom is allowed in decision making, developing new ideas, and personal expression; as well as how power and information flow through its hierarchy and the strength of employee commitment towards collective objectives (Kulkarni, 2011). Organizational behavior was considered to be an administrative problem and the administrative theory of principles of management was formalized by Mooney and Reiley in 1931 with emphasis on establishing a universal set of management principles that could be applied to all organizations

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(Walonick, 1993). In 1971, Frederick Taylor researched Mooney and Reileys theorem and developed scientific management theory with four basic principles: 1) find the one best way to perform each task, 2) carefully match each worker to each task, 3) closely supervise workers, and use reward and punishment as motivators, and 4) the task of management is planning and control (Walonick, 1993). Max Weber expanded on Taylor's theories, and stressed the need to reduce diversity and ambiguity in organizations by establishing clear lines of authority and control (Walonick, 1993). Organizational behavior and value laced with culture affects the organization's productivity and performance while providing procedures on customer care and service, product quality and safety, attendance and punctuality, and concern for the environment (Nobel, 2011). While there are many common elements in the large organizations of any country, organizational behavior, value, and culture is unique for every organization and one of the hardest to change (Dover & Dierk, 2011). Analysis of Significant Behavior Issues Analyzing significant organizational behavior issues collectively deal with employee motivation, work ethics, innovation, team player or leader, and workplace participation, overall is the human nature, which is the fundamental dispositions and traits of humans. The theorem depicts the nature of humans, which is a part of every culture (Encyclopdia Britannica, 2011). Carmel Nobel (2011) discuss how even seemingly small steps forward on a project can make huge differences in employees' emotional and intellectual well-being (p. 124). In the West, one traditional question centered on whether humans are naturally selfish and competitive or social and altruistic (Encyclopdia Britannica, 2011). A broader problem is that of determining which ostensibly fundamental human dispositions and traits are natural and which are the result of some form of learning or socialization (Encyclopdia Britannica, 2011).

OPERATIONAL LEADERSHIP PLAN, PART IV

Identification of Circumstances China, throughout the radically changing or related needs and wants of domestic and international employees, expatriates, and locally hired staff at various oversees sites that are in conflict with the organizations purpose; or the selection of ethnicity, minorities, diversity or human relations and behaviors, which may differ from oversees sites (University of Phoenix, 2011), whether domestic are international, significant organizational behavior issues was addressed by Yueliang Wu in 2009 at the Second International Symposium in China. Yueliang Wu (2009) using the Panel data model, analyzes the relationship between the capital investment and economic growth of China's eastern, middle and western regions and establishes long-term econometric model and sets up the Panel error correction model (PECM) according to the co-integration theory (p. 14). Wu (2009) then analyze the contribution of all kinds of factors to the economic growth of eastern, middle and western in detail outlining the human capital facet as a key contributor (p.17). The result shows that human capital plays very significant role on the eastern, middle and western. Thereby, it illuminates that labor quality is not high enough and improving employees cultural level and work skills are imperative (Wu (2009). Integration of Concepts, Theories, and Best Practices The Secretary's Commission on Achieving Necessary Skills (SCANS) is an application that will allow the integration of concepts and theorems for best practices within the organization and include how to deal with personality and attitudes, perception, learning and reinforcement, communications, conflict, organizational culture, stress, and organizational change (DOL, 2011). The Secretary's Commission on Achieving Necessary Skills (SCANS) was appointed by the Secretary of Labor to determine the skills our young people need to succeed in the world of work. The Commission's fundamental purpose is to encourage a high-performance economy characterized by high-skill, high-wage employment (DOL, 1991, para 1).

OPERATIONAL LEADERSHIP PLAN, PART IV

The primary objective is to help teachers understand how curriculum and instruction must change to enable students to develop those high performance skills needed to succeed in the high performance workplace (DOL, 1991, para 2). SCANS is focused on one important aspect of schooling: what is called learning a living" system. A high-performance workplace requires workers who have a solid foundation in the basic literacy and computational skills, in the thinking skills necessary to put knowledge to work, and in the personal qualities that make workers dedicated and trustworthy (DOL, 1991, para 3). High-performance workplaces also require other competencies: the ability to manage resources, to work amicably and productively with others, to acquire and use information, to master complex systems, and to work with a variety of technologies (DOL, 1991, para 4). To integrate these concepts, theories, and best practices an implementation plan will need to be developed around the SCANS theory that will address behavior, culture and value within the workplace. Development of Proposed Implementation Plan Although the application was built for teachers to have a guide for readying young people to succeed in work, SCANS is an application that will help develop a proposed implementation plan that will address the behavior issues associated within the work place. The proposed implementation plan will include SCANS three part foundation: basic skills, thinking skills, and personal qualities (DOL, 2011). Basic skills are reading, writing, performs arithmetic and mathematical operations, listening and speaking. Thinking skills are comprised of thinking creatively, makes decisions, solves problems, visualizes, knows how to learn, and reason. While personal qualities will help display responsibility, self-esteem, sociability, self-management, and integrity and honesty. Implementing these qualities will help optimize operations while changing the organizations behavior thus controlling operational outcomes with successful implementation.

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Anticipated Organizational Behavior and Operational Outcomes When implementing an organizational plan, the anticipated organizational behavior and operational outcome is success. For the plan to be success the five workplace competencies will need to be included within the plan: resources, interpersonal, information, systems, and technology. Resources will identify, organizes, plans, and allocates resources (DOL, 2011). Interpersonal will emphasize working with others. Information deal with the acquisition of and uses of the information obtained (DOL, 2011). A system is a written plan that understands complex inter-relationships by knowing how social, organizational, and technological systems work and operates effectively. The system monitors and corrects performance by distinguishing trends, predicting impacts on systems operations, diagnoses abnormalities in systems' performance and corrects malfunctions while improving the design with suggestions of modifications to existing systems and develops new or alternative systems to improve performance (DOL, 2011). Technology is the key component that will help evaluate the implemented process of the plan to show the strength, weakness, opportunities, and threats to the proposed plan. This will help predict by factoring the possible outcomes, giving control and allowing the organization to adjust in the area where human nature is a factor and a facet to the anticipated outcome. Recommendation The Secretary's Commission on Achieving Necessary Skills (SCANS) is an application based program that is implemented through hands-on, on-the-job training within the workplace. SCANS has been proven in the classroom nationally and internationally and is well known for its accomplishments within the school systems. In Hawaii alone, where SCANS was developed, young people coming out of the program have acquired jobs that provide apprenticeships, educational opportunities, and job advancement (University of Hawaii, 2011). Developing a proposed implementation plan to integrate SCANS into the workplace would be an asset to the organization, which would enable the organization

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to gauge diversity, conflict, and change through training. This will also allow the organization to provide reward and motivation through education and training for advancement and better employment opportunities internally and externally.

OPERATIONAL LEADERSHIP PLAN, PART IV

References DeLong, T. J. and Girard, K. (2011). HBS Working Knowledge. http://hbswk.hbs.edu/item/6690.html. Dover, P.A. and Dierk, U. (2011). Sustaining Innovation: The Role of Managers, Leaders, and Entrepreneurs. Retrieved from http://www.babson.edu/executive-education/thoughtleadership/babson-insight/Articles/Pages/sustaining-innovation.aspx. Human nature. (2011). In Encyclopdia Britannica. Retrieved from http://www.britannica.com/EBchecked/topic/275811/human-nature Kulkarni, A. (2011). Organizational Culture and Behavior. Retrieved from http://www.buzzle.com/articles/organizational-culture-and-behavior.html. Nobel, C. (2011). How Small Wins Unleash Creativity. Retrieved from http://hbswk.hbs.edu/item/6685.html. Organizational Behavior. (2011). Business Dictionary. Retrieved from http://www.businessdictionary.com/definition/organizational-behavior.html. Organizational Culture. (2011). Business Dictionary. Retrieved from http://www.businessdictionary.com/definition/organizational-culture.html. Syllabus. (2011). University of Phoenix. Retrieved from https://classroom.phoenix.edu/afm211/secure/view-thread.jspa?threadID=36405212. U.S. Department of Labor (DOL). (1991). Secretarys Commission on Achieving Necessary Skills (SCANS). Retrieved from http://www.wdr.doleta.gov/SCANS. U.S. Department of Labor (DOL). (2011). Secretarys Commission on Achieving Necessary Skills (SCANS). Retrieved from http://www.wdr.doleta.gov/SCANS. University of Hawaii. (2011). Statistics and Census of Employment. Retrieved from http://www.bing.com/search?q=university+of+hawaii&form=MSNH14&qs=SC&sk=&pq=uni versity+of+haw%29&sp=1&sc=4-18.

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Walonick, D.S. (1993). Organizational Theory and Behavior. Retrieved from http://www.statpac.org/walonick/organizational-theory.html. Wu, Y. (2009). An Empirical Analysis of Human Capital Effect on the Economic Growth of Eastern, Middle and Western China. Retrieved from http://dl.acm.org/citation.cfm?id=1607311.