> #human-behavior-in-organizations > Cite an example to decribe the context of human behavior in organization?
Anonymous
Dec 3, 2023

Cite an example to decribe the context of human behavior in organization?

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Dec 3, 2023
One example to describe the context of human behavior in organizations is the concept of motivation. In an organization, employees' behavior is influenced by their level of motivation. For instance, if an employee is highly motivated, they are likely to be more engaged, productive, and committed to their work. On the other hand, if an employee lacks motivation, their behavior may be characterized by low productivity, absenteeism, or even turnover.

To illustrate this, let's consider a sales team in a retail organization. The manager notices that one of the sales representatives, John, has been consistently underperforming and seems disengaged. Upon further investigation, the manager discovers that John's motivation has been affected by a lack of recognition and career growth opportunities. As a result, John's behavior in the organization reflects his low motivation, such as reduced effort in sales, decreased interaction with customers, and a negative attitude towards his colleagues.

In response, the manager decides to address John's motivation by implementing a recognition program that rewards top-performing sales representatives. Additionally, the manager provides John with opportunities for professional development and advancement within the organization. As a result, John's behavior starts to change. He becomes more motivated, actively participates in team meetings, demonstrates improved sales performance, and shows a positive attitude towards his work and colleagues.

This example highlights how the context of human behavior in organizations, specifically motivation, can significantly impact employees' actions and outcomes. By understanding and addressing the underlying factors influencing motivation, organizations can effectively manage and shape employee behavior to achieve desired results.
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