How to Overcome the Limitations of Organizational Behavior

There are some limitations of organizational behavior but there is also some way to overcome thous limitation.

So, we discuss here how to overcome the limitations of organizational behavior.

Means to Overcome the Limitations

  1. Remember that your managerial actions have implications at one or more levels of OB (Organizational Behavior): Individual, interpersonal, group, inter group, and whole system. Therefore, try to increase your skills by predicting the results and monitoring the consequences of our decisions.
  2. Discipline yourself to read: At least one item from the literature in OB theory, research, and practice each month. Search for applications from each.
  3. Create an inventory: Of the observed differences you see across your employees. Then state the implications of those differences (how will you treat them based on what you know about them).
  4. Identify the ethical issues: you face. Share these with your employees so that they understand them.
  5. Analyze the organizational results: you are currently responsible for. Identify which of the major contributing factors (knowledge, skill, attitude, situation, or resources), is most under your control, and develop a plan for improving that one.
  6. Examine a potential change: You are considering making. Identify its costs and benefits, both direct and indirect, and use that information to help determine your decision.
  7. When an employee problem or issue emerges, discipline yourself to focus briefly on describing the undesirable behavior before attempting to understand it or change it.
  8. Force yourself to take a systems approach to organizational problems, by rigorously differentiating the consequences of actions as positive versus negative, interred versus unintended, and short-term versus long-term.
  9. As your study of OB progresses create an inventory of your favorite behavioral concepts and practices. They caution you to avoid becoming overly biased in favor of these approaches.
  10. When the pressure for rapid solutions to complex problems rises, resist the tendency to search for “quick fixes”.

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