The framework for learning about organizational behavior consists of four basic components:
(1)the competencies that integrate the next three components
(2) individuals in organizations;
(3) team and leadership behaviors; and
(4) the organization itself.
The long-term effectiveness of an organization is determined by its ability to anticipate, manage, and respond to changes in the environment. Shareholders, union, employees, financial institutions, government agencies, among others, exert numerous and ever-changing pressures, demands, and expectations of the organization.
The seven key competencies embrace the interplay between environmental forces and the actions of managers and employees. In other words, the key competencies represent the fundamental capabilities of individuals in organizations, which allow individuals, teams, and organizations to adapt to those rapidly changing pressures, demands, and expectations of their environments. Organizations must adapt in this way in order to succeed.
A person who had worked as a stock clerk at a department store during a recession may describe how the slump in sales (environment) resulted in layoffs and increased workload for those remaining on the job (organizational processes), but motivated those remaining to work even harder in order to avoid losing their jobs (individual processes). Competencies potentially involved would include the communication, ethics, teams, and change competencies (for the department store managers), and the self competency in the workers who remained. (Elaboration on the specifics of the competencies involved, including specification of any assumptions, would be appropriate).
A person who had worked as a stock clerk at a department store during a recession may describe how the slump in sales (environment) resulted in layoffs and increased workload for those remaining on the job (organizational processes), but motivated those remaining to work even harder in order to avoid losing their jobs (individual processes). Competencies potentially involved would include the communication, ethics, teams, and change competencies (for the department store managers), and the self competency in the workers who remained. (Elaboration on the specifics of the competencies involved, including specification of any assumptions, would be appropriate).