Changes in Organizational Behavior

Goals The goalofthisstudyistoprovideatoolforleaderstouseiforganizationalbehavior changesutilizingasystematicliteraturereviewapproach.

Method -The literature review from 1990 to 2021 includes a methodical compilation of the body of available material. According to the research methodology,variables,scales,sample studies, and sub-areas of study (such as personality traits/the workplace), the literature is further divided into subcategories. This category could be used as a starting point by researcherswhowanttodoameta-analysisonemergingpatterns.

Limitation

Since 1990, it has been hard to conduct research and explore the entiresubject in a single study due to the larger number of domains and sub-areas covered by organizational behavior The study thus concentrates on the recent and forthcoming organizationalbehavioralpatterns.

Implication

The absence of structured, systematic literature is what led to the gap in the field of organizational behavior, which is what the study aims to fill. Academics and practitioners have found this great sourceofknowledgetobeuseful.Thepapersuggestsnew researchtrajectoriesforfutureusage.

Systematic literature review, organizational behavior, and future workplaces are some of the keywords. All aspects of work organization, as well as the psychological, emotional, and interpersonal behavioral dynamics that influence an organization's effectiveness, fall under the heading of organizational behavior Management is essential to organizational behavior and business effectiveness since it is a subject that focuses on the study of managing operations and supervising personnel to carry out particular duties. In order for a corporation to flourish, management places a strong emphasis on thecreation,implementation,andlayoutofvarious administrative and organizational systems. Individuals and groups have an impact on the organization by contributing their skills, knowledge, beliefs, motives, and attitudes to it. On the other side, the organization changes and restructures the individuals. It was organized based on its structure, politics, rules, and levels of authority, as well as the roles that each memberoftheorganizationissupposedtofulfill.

1. Introductiontoorganizationalbehavior 4

2. Whatarechangesinorganizationalbehaviorcontext? 6

2.1.Thedifferencesbetweenindividualchangesandorganizationalchanges 7 3. Discussion 8 4. Assumption 9 5. Recommendation 11 6. Conclusion 12 7. References 13

1. INTRODUCTIONTOORGANIZATIONALBEHAVIOR

The study of behavior in organizations is known as organizational behavior (OB). This interdisciplinary area examines interpersonal behavior in both groups and individuals. Interpersonal connections and organizational dynamics. Psychology, sociology, and anthropology have all had an impact. Both political science and economics. Three levels of analysis are possible for organizational behavior: (person), "meso" ("group"), and "macro" ("organization")(Barbour,2017)

Organizational behavior started to become more relevant as a result of Human Relations' antiquated and outdated practices. It has its roots in research on organizational operation and structure, as well as on culture, sub-components, andcollectiveandindividual behavior within them. This multidisciplinary discipline was created by combining the fields of manufacturingengineering,sociology,psychology,economics,politicalscience,andsocial anthropology. Pugh and colleagues, 1975. After organizational behavior was recognizedasa disciplinein1945,asignificantbodyofliteraturewasproduced.

However, there is a paucity ofclearlydefined,pertinent,andmethodicalresearchthat illustrates how the issue has changed over time. The need to frame this research study stemmed from the need to comprehend how the discipline will contribute to academic and practical implications for future researchinthecontextofmultidisciplinarity Inordertohelp academics and scholars identify new research directions for research anddevelopmentinthe field of organizational behavior, the aim of this study is to provide a clear image of sub-elements in complexity and to investigate distinct research themes. These most recent developments in the field can help professionals make well-informed choices based on thoroughstudyreviews.

Since human behavior is so crucial to performance and organizational effectiveness, organizational behavior is particularly interested in the unique behaviors that an individual inside an organization exhibits. Organizational behavior therefore investigates why one individualrespondsfavorablytoascenariowhileanotherrespondsbadlytothesameevent.It also looks into why, despite being handled in the same way, the identical activity performed bytwoormoredifferentemployeescanprovideradicallydifferentoutcomes.Withtheaimof

enhancing both organizational and individual well-being, this field also aims to advance knowledge of behavior in settings involving organizations through the scientific study of individual, group, organizational, political, and power processes (Sidle, 2008; Strohmaier, 2013;Swanson,2015).

The numerous aspects and sub-aspects oforganizationalbehavioraredescribedinthe following sections of the essay. The Systematic Review technique is used to define the development and formation of the domain in detail. Future research and application by academics and professionals can be built on the literature and a step-by-step objective methodology

2. WHATARECHANGESINORGANIZATIONALBEHAVIORCONTEXT?

Organizational change is the modification of a company's personnel, technology, organizational structure, or behavior. Here, it's important to emphasize that organizational culturechangediffersfromorganizationalchange.Here,afreshapproach,mannerism,orrule isused.

Therearetwomaincausesoforganizationalchange,namely:

External forces are elements that exist outside of the company but compel it to alter or implement a new regulation, rule, etc. For instance, all banks must abide by the guidelines establishedbytheRBI.

Internal factors are those that are introduced or caused within an organization andresultina change.Forinstance,smokingisnotpermittedatwork.

The force field analysis for organizational development was suggested by renowned organizational theorist Kurt Lewin. He has given priority to two aspectsoftransformationin an organization in this approach, notablyAnorganizationalforcethataffectschangeinterms of structure, people, and technology is referred to as adrivingforce.Inotherwords,itforces the organization to adopt a new culture. The power that transforms culture from its current condition to its previous one isknownastherestoringforce.Whilethedrivingforceshowsa forward motion, it signals a backward motion. In order tothriveinacompetitivemarket,an organization must be updated with changes. There isalwayshopeforfurtherprogress,hence change is necessary in every business. To clarifywhychangesarepurposefullydesignedand meticulouslyplannedbythebusinessbeforeadoption,wehavelistedafewfactors.

Itenhancespeople'sabilitytomeettheireconomicneeds.

Itincreasesanorganization'sprofitability

Itsupportsthewellbeingandcontentmentofemployees.

2.1. THE DIFFERENCES BETWEEN INDIVIDUAL CHANGES AND ORGANIZATIONALCHANGES

Based on watersedCI 2019, The most number of individuals possible must be successfully transitioned through the change, and this requires that organizational transformation be constructed from the ground up. Change can be seen to have momentum when seen as a curve in this way. Often, during a change initiative, attention is given to those who reject it. To gain momentum, we should concentrate on the majority rather than the laggards or those whoresist.

In The Tipping Point: How Little Things Can Make a Big Difference, Malcolm Gladwell explains that the "tipping point" is "the moment of critical mass, the threshold,the boiling point." Consider how digital media has replaced physical media in popular culture. There has been a significant drop in newspaper sales as a result of the tipping point being reachedwhenthemajorityofpeoplenowgettheirnewsonline.

Mass-scale change has an impact that lasts for a long time. Therefore, pushing the early majority and the late majority past the tipping point should be our primary goal. Having stated that, there are additional actions that leadership should do to support organizational change, such as: Building the capacity to cultivate and grow change within an organization, such as by setting up a change practice or change management office within that organization. - Setting up the people, processes, and technologytoenablesuccessfulchange. Promoting principles like open communication, taking calculated risks, being adaptable,and constantimprovementarepartofthis.

Individual change is thecornerstoneoforganizationalchange.Thereisnomomentum if the critical majority is absent. The best strategy for doing this is to includemanylevelsof management. The motivations, desires, and issues that each employee has with the project must be understood by the manager In order to help, inspire, and make it possible for that person to adopt the change, they do this. You would build momentum to reach the tipping point if every manager did this for each of their direct subordinates. It's useful to keep in mind: Knowing your audience well is essential. Never generalize your audience too much. Utilizing audience profilesisbeneficial,suchas:userdemands,targetaudience,demography, etc.

3. DISCUSSION

Based on the article 70 percent of change programs fail due to employee resistance and lack ofmanagementsupport.Withtheconstantpressureofhavingtochange,new technologies, and a diverse workforce, the need for effective change leadership has neverbeenmorevital.Asaresult, Go MAD! techniquewasimplementedinthiscase. The technique GoMAD! consists of four proven strategies to produce lasting value whileexecutingchangeinsideandoutsideoforganizations.Thosefourstrategiesare;

1.

Go Create movement, a sense of authenticity and urgency

Go demands a fearless and genuineleaderthatwillestablishanatmosphereof belonging,trust,andvulnerability,wheretheleaderacceptstheuncertaintybut gives a sense of direction. By exhibiting sincerity, vulnerability, and creating knowledge of the shift, individuals inside the company will experience a feelingofbelonging.

2.

M Understand individual and team motivations

M reflects improving motivating behavior comprehension. Motivational behaviors are a vital step frequently ignored owing to time and resource limitations. One reason why change attempts fail is becauseleadersleadfrom their own motivations rather than adapting and leading from the perspectives ofpeopletheylead.

3. A–Assessteam/individualsonapsychologicalchange curve

A is to evaluate the organization's and individuals' positions on the change curve. Communication and productivity increase when leaders understand where the team is on the curve and employ the correct motivating behavior strategy,asoutlinedintheprecedingsection.

4. D!–DoRightandWOW!momentsofgratitude/appreciation

This method will aid leaders to create pleasant, practical, and time-tested talentstoleadconstructivechangeinanorganization.

4. ASSUMPTION

It is a mystery on what makes people change but there is research suggesting that there are three factors present when an individual makes the choice of changing which is Ability, Motivation and also Opportunity (AMO). Motivation may be the key factor, and without it, we may have not driven to actually act on what we know or the opportunities given to change. Using AMO framework helps in increasing the understanding on what drives the behavior changes and helps to effectively and empathically support people on making necessary changes. With that, the assumption of what drivesthebehavioronchangingornot changing;Motivation,Ability,andOpportunity.

Motivation

Motivation is vital in behavior change, by having itwecanjustmakeanythinghappenwhile without it, it will be a big obstacle. It refers to things that driveustoactuponthingssuchas beliefs, goals, emotions and identity For example when we don’t believe that something is real or important, it may not change our behaviors or thoughts on it and proceed making a bad decision that may threaten others. For example, Millennials and GenZaremotivatedby experiences, notoriety, and flexibility while Boomers and Gen X traditionally prefer money and position. The younger generation needs personalization which translates into individual attention and value and by taking the time to invest in personal motivation, they feel valued andheardmakingitallowsvisibilityoncommunicatingtodrivechangesmosteffectively.

Ability

Ability is the information, skills, and knowledge necessary to change our behavior which is why in any changes, there will usually be education, training or awareness- building components. It also includes things like memory and attention as we mightknowwhattodo but forget how to do it.Relating to the article, 70% changes project fails due to lack of management support and employee resistance. It is important to ensure that continuous information and support are there to ensure the learning curve involved in mastering or sticking to a new behavior. It also can be helpful in offering memory support but what for sureisknowledgedoesnotchangebehavior,atleastnotbyitself.

Opportunity refers to a time or setofcircumstancesthatmakesitpossibletodoorsupportor inhibit a person’sabilitytochange.Inmanyorganizationalchanges,aperson'sabilitymaybe affected by the lack of time and material resources which makes a change especially when people are overburdened,can'tbedoneordoesn’tgetalotoftraction.Undeniablypeoplecan besupportivebutwiththelackofresources,itwillbehardtobecarriedout.

Other than tha, another aspect of opportunity can be its social pressure which can either be supporting or challenging the behavior change.Forinstancewhenaninfluentialmemberofa work team encourages everyone to use toe tap and not a handshake it may give a positive effect but if this person is ridiculed and refuses to, it will just flip it into the worst scenario which affects the whole group overall on tarnishing the group reputation. It also applies to other changes of scenario such as changing procedures or using a new system. It influences themwhichcanhaveabroadeffect.

5. RECOMMENDATION

Go MAD has helped organizationsandteamstoaidtheleadertothinkbiggerandoutsidethe box in order to create pleasant, practical, and time-tested talents to lead constructive change in an organization. However, there are some errors and barriers in order to implement Go MAD! Technique as a problem solving solution in an organization.Logically,itwillbehard to handle huge businesses that are executing complicated changes quickly and effectively. The problem also varies depending on each individual including ages, characters and personalitiesthatwillgreatlyaffecttheoverallorganizations.

Hence, there are other approaches such as human resources where the manager's responsibility shifts from controlling employees toactivelypromotingtheirdevelopmentand performance. Next, The contingency approach, also known as the contingency approach, is founded on the idea that strategies or actions that are successful in one scenario fail in another Other than that, there are The Organizational Behavior (OB) Systems Approach which sees the organization as a cohesive, purposeful system made up of interconnected pieces.This strategy offers managers a lens through which to view the company as a complete,entireindividual,wholegroup,andwholesocialsystem.

However, from all the research made by professionals and 25 years of experience in more than 40 countries, this error itself can easily be countered since Go MAD! technique is the best choice since it consumes less time, money anddifficulty Thisisawinfortheleadersof an organization since it provides people with the abilities they require to handle challenges andrealizetheirobjectives.

6. CONCLUSION

To sum up, leaders that use the Go Motivate Assess Do Right! methodology will succeedin enacting change by instilling a feeling of urgency, belonging, and engagement that is based on the servant leadership virtues of trust, commitment, and caring. Yes, change is challenging, but businesses may establish meaningful and rewarding team relationships that eventually make a positive and productive difference by Going MAD!, getting crazy, and concentratingonstrengtheningindividualconnectionstothechange'ssuccess.

But Change is change, plain and simple. The distinction is that organizational transformation can only beachievedwhennumerousindividualsundertakepersonalchanges.

Whatever the change, it is always based on specific individuals acting differently, whether we're deploying new technology or processes, merging organizations, or something else. Therefore,iforganizationalchangeistheresultofnumerousindividualchangescombined,

An initiative can be shaped by both individualandorganizationalchange,butthekey distinction is that individual support is necessary for change to succeed. The organizational change support mentioned above is shaped by an understanding of individuals, and this understandingwillalsoservetopropelthewholetransformativeeffort.

7. REFERENCES

https://www.tutorialspoint.com/organizational behavior/organiz ational behavior change.htm

https://wendyhirsch.com/blog/how to change individual behavio r-organizational-change-management-plan https://watershedci.com/individual-vs-organizational-change/

https://www.iedunote.com/approaches to organizational behavi or-studies