Organizational Behavior in the Workplace

3). While these three steps aim to improve a product, they also compel the manager to learn about organizational behavior. Organizational behavior refers to the study of factors, which influences employee behavior, as well as the factors that affect the response of the organization towards the behavior displayed by the employees. In reality, employees have positive and negative experiences in the workplace environment that may affect their motivation (George Jones, 2012, p. 3). This situation makes it necessary for managers to develop organizational behavior tools, which may be taken up in the short term, and long term. tools that hopefully may mitigate the negative, and increase the positive experiences of employees in the workplace environment (George Jones, 2012, p. 4). The manager has to begin at the individual level, and apply short term organizational behavior tools that will help unveil an employee’s personality. Personality inventories may be conducted to gauge the personality of an employee. In this method, the reaction of employees regarding statements that are in line with personality dimensions will be asked that will reveal their level of agreement or disagreement (Ashraf, n.d., p. 157). An assessment centre can also be developed that will guide employees in their career choices (Folsom Boulware, 2004, p. 21). These tools will help the manager in developing motivational strategies that are in keeping with the preferences of the employees. Personality inventories and the evaluations done in the assessment centre are usually administered for a short period. After the individual level, organizational behavior tools that are intended to address issues at the group level have to follow, and be implemented for a long period. After the process of personality evaluation and enhancement, the manager has to focus on work motivation, and this has to include all employees. One way to enhance employee motivation level is by building quality circles. Quality circles refer to semi autonomous work groups comprised of employees from the same work areas who regularly gather to talk over issues connected with their work responsibilities (Ashraf, n.d., p. 158). Constant communication is imperative to build a socially-dynamic workplace environment. The manager should encourage subordinates to form quality circles to inspire employees to engage themselves in activities that will help them connect with other employees and the company. It will be hard on the part of the managers to implement changes if employees do not fully trust them or the organization. Trust is something that can never be bought through extravagant rewards, or through flowery words. The trust of the employees to the capacity of the managers in dealing with the happenings within the organization is essential to keep them motivated and to retain them for a long period. As one of the foundations of an organization, the manager has to take part in shaping a culture of trust (Pride, Hughes, Kapoor, 2013, p. 203). This is an effective big picture strategy that if applied will bring positive transformation in the workplace environment. When there is a culture of trust, rapport is increased, and the relationship between the manager and employee becomes better. One way to build the trust of employees