Organizational Behavior: What’s up?

One County Governor was overly incensed by lateness of his employees. He locked them out of their offices without any regard of their seniority. The Governor had arrived at 7.00 am only to thereafter find that the officers concerned had not opened for business by 8.00 am. Alongside, customer queues were getting longer and longer and beckoning attention.

Apparently, the governor’s anger could be understandable. The only concern is; are  the officers involved able to compensate for the lost time when they finally make it to work? Or do they report and only justify their pay, therefore achieving what is known in management as foundation (fair) performance? Moreover,  can challenged performance yield win-win situations and mutual benefits for the varying stakeholders?

On the other hand, there have been several incidences of newspaper adverts that depict other forms of challenged organizational behavior. Many organizations have fired presumed wayward employees. Their behavior or performance may not have aligned to organizational expectations. Worryingly, police force involvement has been noticed in some instances.

In yet another matter, research findings have indicated that youthful employees (presumably generation x) are no longer interested in lifetime jobs. Organizations are concerned that it is becoming increasingly difficult to develop and retain this category of employees. Mind you, employees anywhere are the custodians of organizational knowledge. This is especially of great concern in a highly dynamic, competitive, technologically advancing and globally oriented business environment.

Ideally, any organization is a person just like you and me. The only difference is that we are natural persons, whereas organizations are artificial persons, whose conduct and activities are regulated by legal statutes. Absence of natural life means that organizations can’t behave or act on their own. More still, they do not have sensory organs that help in guiding action or  behavior. It is we human beings who behave and think on behalf of the organizations.

How then can organizations effectively regulate this behavior aiming to efficiently exploit the opportunities attributable to the 21^st century?  Is it through stringent rules and regulations that control human behavior? The truth is that any organization that largely relies on this behavior moderation modality and paradigms, could be missing out on great opportunities. Unfortunately, it is not possible to elaborately unfold these opportunities in this forum.

That is why Newtimes Business Solutions has over the years been researching on, developing and implementing practical, holistic as well as strategic solutions that help in substantially moderating organizational behavior, thus transforming the requisite performance culture. This leads to achievement of continually sustainable competitive advantage that helps organizations to consistently attain improved levels of growth and progress. Continued feedback on positive organizational transformation, has in this regard been quite exciting.

Meanwhile,

Meanwhile,

• Are you and/or your team realizing your full performance potential?
• If not, what performance challenges could you and/or your team be grappling with?
• Did you know that most of these performance challenges can be completely sorted out in only 2-3 days?
• Did you also know that a 1/2 day motivation session could be all you need for opening up your personal/team thoughts that lead to transformed personal/organizational fortunes?
• But, whatever the performance levels,did you also know that there is no perfect situation in life? Indeed, there is always room for improvement.

Before being tempted to doubt these assertions, what if we undertake to provide PERSONALIZED as well as MONEY BACK GUARANTEES on the respective solutions?

Further, it is safe to realize that  fast changing and volatile business dynamics, make it absolutely necessary for all drivers of business strategy to be endowed with the right balance of technical and soft skills.

• By the way, did you know that technical skills account for only 15% of our successes in life, whereas the balance of 85% is attributable to soft skills?
• Did you also know that balancing of these skills is key to exploiting the opportunities continually arising in this 21st Century?
• Then, is this balancing or empowerment with these skills not a must for persons/organizations wishing to achieve sustainable competitive advantage in this dynamic 21st century?

Naturally, the competitive advantage helps in continually overcoming or navigating the forces of competition.

LIMITATIONS TO OUR GROWTH AND PROGRESS

• Do you know that procrastination and complacency  are 2 of the 5 greatest inhibitions to growth and progress in life?

• Why then would you and/or your team allow your growth and progress to be limited by the said procrastination and complacency?