The nature of organizational behavior inevitably equates to collaborative and cooperative processes. No matter the work environment, this is individual conduct which extends beyond the individual, and because all organizations are inherently collective in efforts and ambitions. This being the case, job skills are significantly critical in how tasks and processes occur. I believe my own skills work to my own advantage, as well as to the workplace goals. To begin with, communication is perhaps the most essential skill because there can be no success without mutual understandings of all relevant circumstances. Consequently, I seek to devote as much focus on listening as I do on expressing my thinking regarding all work activity in which I am involved. Also, my skill in multitasking and my consistent dependability work together, I believe, to enhance my roles in the workplace. Regarding the former, I maintain an awareness of what I can realistically expect to achieve, and what may impede my performance. Dependability is more foundational, but equally valuable because any team scenario must rely on members completing work within certain time frames. Time management essentially involves multiple, other skills. It cannot be successfully in place, for example, without an understanding of the organizational culture and the superior’s expectations of timing priorities (Cole, 2004, p. 230). This is an ability on which actual performance is enabled; it is an understanding of the environment, one’s own capabilities, and the needs of the organization.
My skills, as well as the abilities of all others in the workforce, may not be simply maintained as such. Each must evolve to meet the changing demands of the organization, just as each must adapt to specific circumstances. For example, the communication style effective in one team may be inappropriate in another, and because colleagues are individuals with varying communication styles themselves. Similarly, my skill in multitasking is invariably influenced by degrees of difficulty in different settings and assignments. In plain terms, the work presenting less challenging or complex goals is the work enabling me to take on multiple tasks. All these realities then relate to how these skills encourage better job performance in general. More exactly, each skill is not only adaptive; all are developed as skills in the work processes themselves. The more experience I have in communicating in different styles then equips me to communicate successfully in future tasks. In the same way, the multitasking I do in given work situations enhances my potentials to more efficiently engage in various tasks simultaneously. As long as skills are exercised correctly, it must happen that job performance improves because, simply, the individual is always learning.
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Regarding the potentials of organizational behavior as promoting problem-solving and decision-making, the key component here is organization itself. More exactly, employees typically have the immense opportunity to expand their thinking when they commit to authentic interactions with peers and superiors. We learn from both our own efforts and those of others, and it is self-defeating to ignore the advantages of perceiving how co-workers function themselves. When, for example, I confront a new challenge and must decide on the feasibility of an assigned task, I may address this through my knowledge of how others in the workforce have dealt with similar issues, and how management has responded in the past. Then, and more simply, my sense of the abilities of those around me is helpful in solving a problem, as I better know whom to turn to for advice and assistance. It is necessary to reiterate that the evolving and complex reality of virtually all organizations translates to a range of opportunities, as well as challenges, and the employee who recognizes the processes in action has a great advantage in future performance.
Turning to unethical behavior in the workplace, virtually unlimited repercussions are possible, if not likely. To begin with, there are legal consequences when the conduct violates the law, as in misappropriation of funds, discrimination, sexual harassment, or any other disregard of basic ethical standards. When such consequences occur, moreover, the damage to the organization may be beyond repair, as when the highest levels of management are found to be guilty of criminality. These are cases wherein one violation of ethics generates others, as innocent workers lose their jobs when the organization fails. Then, potential effects of ethical lapses are varied on other levels, many of which are personal. It often happens, for example, that co-workers who witness unethical conduct, or are victims of it, experience anxiety and depression (Giacalone, Promisio, 2014, p. 44). These reactions must affect both job performance and the person’s quality of life in general, so the ethical breach committed by one extends to negatively impact others. In such situations, moreover, there are often complications creating further stresses, and due to the perceived degree of the breach’s meaning. A worker may be aware than a fellow worker is unethically taking credit for another’s efforts, but that awareness may be more problematic because the witness does not believe this to be a personal responsibility. Similarly, one who knows that a superior is both valuable to the organization and guilty of stealing may be conflicted as to which reality is most pressing. Given these potentials, then, it is all the more essential that organizations maintain specific ethical codes. Policies must be both in place and understood by all, just as all workers must be able to rely upon protections when they reveal unethical conduct. In no uncertain terms, organizational survival depends on such a code and known policy.
- Cole, G. A. (2004). Management Theory and Practice. Belmont, CA: Cengage Learning.
- Giacalone, R. A., & Promisio, M. D. (2014). Handbook of Unethical Work Behavior:
Implications for Individual Well-Being. New York, NY: Routledge.
