Good Leadership Hinges on “Organizational Behavior”
It takes a lot to get to the top of an organization: analytical competence, emotional intelligence, technical competence, and a variety of personal characteristics, such as fortitude and resilience. Even with those qualities, many leaders fail within their responsibilities - often because they don’t know how to get the organization to do what they want or because they insuffiently manage to realize the true potential of their workforce.
What they lack — and what successful leaders embody, down to their marrow - is organizational behavior. Organizational behavior is the application of knowledge about how individuals and groups act and react in an organization in order to achieve and facilitate the highest quality of services!
It is a combination of elements of psychology, sociology, economics and communication.
By examining the behavior of individuals and groups, this approach tries to improve human effectiveness in the work environment.
Managing directors, HR managers, consultants and organizational developers implement the knowledge of organizational behavior to increase the satisfaction and performance of their workforce, to make training courses more effective and to coordinate interfaces more efficiently. At the same time, employee fluctuation is minimized and managers are encouraged to grow within their individual development - innovative, beneficial behavior is continuously implemented into the organization.
"The results help managers to adapt their management methods to the respective situation, to objectively assess employees, to position them as best as possible and even to help set up an efficient organizational structure - all with the aim of increasing performance while ensuring employee satisfaction and fit."
Daniel Nummer, CEO PREDICTA|ME
Organizational behavior thus conveys a sustainable approach that increases the profitability of the organization in the long term.
Studies have shown that organizations with satisfied, committed, motivated employees act significantly more successfully in the long term than those that do not value these areas.