Using more technical and scholarly terms in your research question changes the quality of your research topic and gives it more credibility and raises its value. The justification and rationale of research relates directly to your research question, so no matter what topic you choose, your question must be completely justified and you must provide the rationale for the topic that you choose and explain why it is valuable to your research area.
So, while you choose your topic in business and management, there are several issues to consider — these may be the relevance of the concepts, are these concepts directly related to theories or help explain the interrelationships between organizational management concepts, behavior, performance and communication? Some relevant topics would be business management research, business communication topics, business ethics and organizational responsibility and culture.
You can definitely choose your own area of research or research topic and this will be directly related to the research area that you prefer, your interest, knowledge and creativity. There is a level of flexibility and originality that you experience as a researcher and the research topic that you choose can vary in its applicability, scholarly value or your own interest and creativity.
Choosing something that appeals to you is the mantra for a great research question. As long as you prefer to work on one area, the research question will suck you in. This means once you have the right kind of question, you will be able to naturally move along the research direction to come up with the right kind of solutions to your research problems.
The great thing about choosing a research question is that it pulls you along and directs you what terms to look up, what sources to focus on and what solutions or possible approaches to consider.
So, although you are this free spirit who can choose any research topic and work in any research direction, finally when you do have a topic, you focus primarily on where or how the research questions or topics pull you. You will get that feeling once you are really into your research topic and know how to navigate through a range of information on the topic to finally select and use only that are relevant.
Business management and HRM or human resource management concepts are now increasingly linked to organizational behavior and although the interrelationships between concepts in organizational management and business, remain open, flexible and subject to interpretation, studying these interrelationships would be necessary to understand how management concepts are applicable in business and organizational scenarios.
Remember to read up and read up all topics and subjects related to organization, management, communication, performance, human resource, leadership, training and motivation.
The more you read, the better you learn and the more you learn, you are more likely to understand the interrelationships between concepts quickly. Finally, it is necessary to intuitively understand how businesses and organizations work, and how people function and communicate or interact within organizations.
Leadership directly plays into the people-performance-interaction dynamic as organizational leaders finally direct or guide the training process that improves job performance and highlights or suggests the necessary interaction between people. Understanding a business or an organization is finally about learning the organizational culture and leadership, studying organizational performance and the effects of training, and well as communication between employees and how this may impact management at various levels.
Studying about organizational behavior is the current focus of research in management and students in organizational behavior and management choose their area of research from a range of topics and determine their own relevant research questions from a range of research concepts. These concepts are usually interrelated and this means that one concept in management would be directly linked to another and there is this interconnected perspective that you must look for.
Recommendations will be backed by appropriate motivational theories. Seven small-sized coaching companies having realized their insufficiencies have come together to form CoachingState a new middle-sized organization anchored of provision of accredited training to business coaches. Jane is the director of the CoachingState with twenty-one lecturers, and an information technology manager being the rest of the staff.
Now things have changed, and with entry of middle-sized level, delegation is mandatory. She is new to all these management dynamics that why an advisor me is needed to offer direction and advice to Jane. According to Fard et al , organizational culture is an amalgamation of behaviors, values, and code of ethics that are unique to an organization generating and inherently concrete psychological and social environment for an organization.
Philosophy, expectations, values, and experiences are crucial ingredients of organizational culture, which are anchored on the need to hold the organizations together, improve efficiency, boost image, propel goals, and model future of the organization Jan, The role played by organizational culture remains irreplaceable because of the viability of customs, attitudes, unwritten rule and beliefs in either modeling or destroying an organization.
Organizational structure is the framework used in organizations governance; culture and structure are highly integrated and function as a unit. It is prudent to note that organizational culture and structure in small businesses varies from middle-sized ones despite their being overlapping similarities.
Organizational culture is a factor of organizational structure. The structure adopted by a company defines the culture to be cultivated. Generally, there are different organizational cultures adopted as a factor of size and organizational structure.
These include clan, adhocracy, hierarchy, and market Line, Small sized companies are better assuming clan and adhocracy cultures while middle-sized companies can adopt adhocracy, hierarchy, or market cultures. In clan culture, the focus of the organization is actualization of flexibility, concern for people, internal maintenance and sensitivity of clients. All employee interactions are centered on this foundation.
Cohesiveness, teamwork and overall participation are the focus of every employee and teamwork. Employee commitment is achieved through participation.
Personal satisfaction is more important than financial goals. This is one of the greatest differences between small sized companies and middle-sized ones because the focus of middle-sized companies is anchored on financial prowess. Adhocracy culture focuses on external positioning where creativity, entrepreneurship, and adaptability are crucial values geared at unearthing new unique services or products.
Hierarchy focuses on internal maintenance, control and foundation on observation of order and regulations Koley and Meredith, On the other hand, market culture is centered on external maintenance anchored on need for control and stability and control.
Goal achievement and competitiveness are the principal goals of this organization. Responsiveness to market and productivity are crucial and every decision made is geared on improving these Flaherty, Small sized companies lack the zeal for external competiveness and this forms a difference in culture adoption.
The underlying similarity between small and middle-sized companies is that the culture chosen has an overall effect on performance and productivity. This is because the principal impact of the chosen culture is modeling of performance, provison of priorities on product quality, customer care and safety. This has a consequence of having less written directions on the mode of operations since the directions come from the person in charge.
In middle-sized companies, the culture demands that there be written demands for every job group that need to be fulfilled. This is anchored on the reality that the expanse nature of the firm cannot allow personal command and direction at every time.
For operations, small-sized management has to give direction on daily basis while on middle sized ones every employee knows their roles, the unifying goal, and the consequences of not meeting output benchmarks. This renders the role of management as supportive. This culture is highly profitable as the room for growth and innovation leads to impeccable results. Organizational structure is the pre-defined chain of command or framework used in organizations governance and flow of information that is crucial in decision-making.
This structure differs greatly in the business realm depending on whether it is in small-sized and middle-sized organizations Martinez and Garcia, In the business realm, there are two principal organizational structures namely decentralized and centralized systems. In centralized structures, single individual usually the proprietor undertakes all crucial decisions regarding the running and development of the organizations.
This seems to be the structure Jane had impeccable experience prior to the assumption of the work at CoachingState.
Decentralized structure has several individuals within the organization playing the crucial role of decision-making. Each individual is responsible for an allocated department.
All small size businesses have centralized organizational structures while middle-sized companies have decentralized structures Schein, The central consideration in this difference is the magnitude of operations in middle organizations that make them incapable of being tackled by a single individual. This decentralization plays a crucial role in delegation of roles; thus, catapulting this approach into an item in organizational culture of middle-sized organizations.
Small-sized organizational structures have a formal culture that is highly stressful owing to their inability to accommodate diversity. On the other hand, decentralized structure is highly labile with interpersonal interactions paying a crucial role in molding the culture of the organization.
The similarity between small and middle-sized organizations in terms of structure is that they all require managers to sit down and write formal business documents. Moreover, it is prudent to note that structure is not fixed; it evolves with time as business grows regardless of whether its small sized or middle sized. Making the centralized or decentralized structure is six substructures that are ascribed by organizations depending on need at hand. These include, pre-bureaucratic, bureaucratic, post-bureaucratic, functional, divisional, and matrix organizational structures.
Each of these structures is chosen depending on the size of the organization with the simplest small-sized organizations adopting the pre-bureaucratic and diverse huge organizations adopting the matrix structure.
CoachingState will be succinctly served by market organizational culture. This culture promotes a highly competitive environment where the rush for result drives every employee and the management. The fact that this culture is compatible with decentralized approach of middle-sized companies makes it adept for CoachingState. In market culture, employees are goal oriented and competitive. This insatiable desire for success and winning the game of financial stability unifies the whole group with employees and managers working in an open relationship only defined by the organizational structure.
Owing the vibrancy of the private sector, reputation and success are highly correlated and market culture tries to merge these to ensure success. The long-term goals of a market culture are anchored on realization of measurable outputs and competitiveness.
In the criminal justice agency or any other agency it is important to manage the perceptions of stakeholders. If stakeholders are not supportive of the change it will make it more difficult to ensure the change is smooth or that it even occurs.
Stakeholders will support organizational changes if it is presented properly and the change creates more benefits than challenges. Perceptions are also closely aligned with expectations Bourne, A strategy for managing perception of stakeholders is to provide the stakeholder with factual evidence of the potential success of the organizational change.
For example if the organizational change is switching a police department to community oriented policing approach stakeholders should be proved with evidence of the success of other police departments. Observable Aspects of the Organizational Culture. An organizational culture refers to the attitudes, beliefs, behaviors, and traditions of an organization. Observable aspect includes how they behave in any given situation or how they react.
Using community oriented policing as an example; if police in the organization refuse to cooperate it will show in their behavior. In the community oriented policing approach police must be willing to partner with community members but if police refuse to cooperate they will not partner with community members.
Their attitudes, behaviors, reactions, and beliefs will show through in the way they do their job, interact with community, and listen to the leadership. Change management strategies that would benefit the criminal justice agency are power-coercive and environmental adaptive. What this means is the member of the criminal justice must comply or be held accountable. This is essential in the criminal justice agency. The authority structure is especially important in the law enforcement field.
The environmental adaptive change management style involves gradually leading the members of the criminal justice agency into the change. This way the members of the organization have time to adapt. Organizational behavior and system have a direct impact on organizational change and how smooth the transition will be. Organizational change in any criminal justice agency will be difficult but though the right change management strategy the organization will have success.
Different criminal justice agencies will employ different approaches to ensuring the efficiency of the organizational change. In order for organizational success to be a success the culture must conform to the change and the people must be willing.
Stakeholder Perceptions Are Paramount. Leadership and Organizational Behavior. Mary Maloney never meant to kill her husband. I want all of you to put yourselves in the shoes of my client. People of the jury, I want you to feel her happiness as she watched her husband walk through the doors of the house. Feel her sadness as he told her he was leaving her and their kid.
It is unfortunate to see that the number of computer crimes is increasing and has been considerably swelling during the last few decades. However, computer and information technology provide many benefits for everyone. Although, they have sometimes used to annoy or harm people.
This trend has caused several social issues as public property, unauthorized using password of someone, stealing a billion dollar from bank or
- Organizational Behavior Terminology and Concepts Organizational behavior is defined as the study of human behavior in organizations. Organizational behavior is an interdisciplinary body of knowledge with strong ties to the behavioral sciences such as psychology, sociology and anthropology as well as to allied sciences.
Organization behavior is the study of the functioning and performanceof individuals, groups, and teams within organizations aswell as of organizations as a whole. Based on scientific researchand.
View Essay - Organizational Behavior Paper - Week 1 from MGT at University of Phoenix. Organizational Behavior 1 Organizational Behavior Taylor Lewis MGT/ July 6, Merrill98%(45). 10 great organizational behavior research paper topics. Writing a research paper is not as hard as settling on a topic for your paper. Organizational Behavior is an exciting field of study, work and research.
Aug 28, · For A+ organizational behavior topics, do this! 1,+ top organizational behavior, business management, communication, and ethics papers written and counting/5(27). Organizational Behavior – Leadership BUS Organizational Behavior (BWDA) Organizational Behavior – Leadership Organizational behavior (OB) is the study of human behavior in organizations. It is an academic discipline devoted to understanding individuals and group behavior, interpersonal processes and organizational dynamics.