Organizational behavior
Introduction
Organizational Behavior (OB) focuses on the use of understanding of how people interact in an organization, by using the systems system one can easily realize that people in organization tend to behave in a particular manner. Whereas most organizations have set documented codes of conducts, the company does not seem to have any rules or regulations.
Most international organizations prescribe to rules in order to achieve their bottom-line. For example, companies like precision, tend not to have a proper code of conduct, managements regulate the employees under their span of control and will easily take charge of the situation within the organization to their advantage. In my view, this is wrong considering the fact that motivated employees are very productive. The management should have train mid level management about employee motivation and interpersonal skills.
The organization is made up of the following components, and each component has a n objective; the physical components have the human objectives, and the organizational components have the organizational objectives. Additionally, the organization must analyze, interpret and meet for the overall success of the organizational social component has social objectives that the management has to meet. However, the opposite is the truth as the management of the have not met the objectives of the social component. The management of the company has a very negative attitude towards the employee.
Social Systems and Individualization
According to the article, precision ltd has systems upon which most components rely. The organization has the TQC that they rely on in their manufacturing process, and are not willing to try new things; they do not welcome creativity and even scolds those who make an attempt at creativity, which is wrong according to the requirements of the lean manufacturing. According to the lean six sigma, total; quality management and kaizen, organizations should strive to exceed the expectations of the stakeholder by continuously improving their services, however, the according to the reading the organization is not trying at all to have these.
In my opinion, the company is bellow par in its operations and management. It does not have any organizational elements such as philosophy, values, and vision. The management has failed to communicate its goals across the organization. Precision does not have permanent employees but relies heavily on contract manufacturing. Though it has best practices of manufacturing like the standardized just in time, lean manufacturing, total quality management and gamba kaizen, in my opinion, it does not seem to have implemented them at all. The organizations is operating bellow par with few mishaps and technical hitches.
According to the article, there are group dynamics within the organization; and the company derives it modus operandi from the groups dynamic. The systems within the organization is well structured and but the organization has failed in utilizing the group dynamics to its advantages.
The company does not seam to engage the talents the workers. It is only interested in the output but does not seem to have realized to the importance of engaging the talents of employees in improving the output of the organization. The articles state that the working environment motivates the employees of the organization, which to me is wrong. The unit managers seriously undermine employee’s initiative in the company. The rigid managers control their contribution towards efficiency.
Recruitment and training
Where as the company has the capacity to recruit it own employees, the article shows that the company is interested in setting the highest standards within the industry and establish its own niche. It is quite sad to note that the organization relies on the services of agencies and executive search and recruiting firms whenever, they have vacancies. The organization assumes that the agencies can provide the best candidates to fill up their vacancies.
Attendance
The company has electronic registers where employees must badge in and out, clock in, or log out, during their working days. By this, the management reduces the possibility of employees turn. This could have been better if the organization makes it flexible for people tio choose their own patterns of working instead of forcing employees to report to work everyday. The management should know that the organization is made up of generation Y.
References
Greif, M. (1991). The visual factory: building participation through shared information. Cambridge: Productivity Press.
