The organizations in which people work affect thei Essays

The organizations in which people work affect their thoughts, feelings, and actions in the workplace and away from it. Likewise, people's thoughts, feelings, and actions affect the organizations in which they work. Organizational behavior is an area of inquiry concerned with both sorts of influence: work organizations on people and people on work organizations. There are several reasons why moods may be of particular importance in organizational behavior. Moods are more common, longer lasting, and less noticeable than are other kinds of affective states. Moods thus provide the underlying affective context for most of our ongoing thought processes and behaviors. Enduring mood states may be triggered by such fleeting cues as a passing smile, the weather, a pleasant room, a tone of voice, or a nonverbal gesture Hence, all action must be partially subjective or value-laden . For example , it has been found that the behaviour of a manage- ment group is partially influenced by its tendencies and traditions ( Mintzberg , 1978), and the decision-making of individual managers is primarily influenced by his or her past experience (Schwartz and Davis, 1981; Burgelman , 1983). Thus, all decision-making and organizational behaviour must be investigated in terms of the subjective or non- rational ( though not irrational), social and historical influences that affect it . These influences are maintained in the symbolic forms zyxwvutsrqponmlkjihgfedcbaZYXWVUTSRQPONMLKJIHGFEDCBA - memories , plans, roles, and group relations - that individuals use to orient themselves in the world Hence, all action must be partially subjective or value-laden . For example , it has been found that the behaviour of a manage- ment group is partially influenced by its tendencies and traditions ( Mintzberg , 1978), and the decision-making of individual managers is primarily influenced by his or her past experience (Schwartz and Davis, 1981; Burgelman , 1983). Thus, all decision-making and organizational behaviour must be investigated in terms of the subjective or non- rational ( though not irrational), social and historical influences that affect it . These influences are maintained in the symbolic forms zyxwvutsrqponmlkjihgfedcbaZYXWVUTSRQPONMLKJIHGFEDCBA - memories , plans, roles, and group relations - that individuals use to orient themselves in the world Hence, all action must be partially subjective or value-laden . For example , it has been found that the behaviour of a manage- ment group is partially influenced by its tendencies and traditions ( Mintzberg , 1978), and the decision-making of individual managers is primarily influenced by his or her past experience (Schwartz and Davis, 1981; Burgelman , 1983). Thus, all decision-making and organizational behaviour must be investigated in terms of the subjective or non- rational ( though not irrational), social and historical influences that affect it . These influences are maintained in the symbolic forms zyxwvutsrqponmlkjihgfedcbaZYXWVUTSRQPONMLKJIHGFEDCBA - memories , plans, roles, and group relations - that individuals use to orient themselves in the world