Organisational Behaviour International Economy

Question: Discuss about theOrganisational Behaviourfor International Economy. Answer: Introduction Today's international economy has evidently had a large impact on the way organisations operate. Although the successful firms often manifest by a modest and continuous level of change. From the past few years, these structures are more concentrating on significant business aspects and talent survival tactics to respond the challenging economic conditions. Variations in an organisation are due to obvious changes that affect the employees to a great extent. Regardless of the reason for change, the associated loss of control and familiarity that comes with the change is met with the resistance from employees. Some organisational change models encompass the role of trust in the change process. Further, some empirical research emphasised on the potential effects of change strategies on employee confidence in the management. To incorporate the variations in the organisations, the various managerial skills play a crucial role. The current essay attempts to justify the thesis statement, which signifies that the external diversities bring changes in the organisations, which demands high employee involvement before the change occurs. As there are a large number of failures during organisational changes, so the managements are focusing on employees' behaviour. Preserving employee engagement in the midst of regulatory change is an essential element in transformational periods. Body According to Noe (2010), employee involvement is both a poignant state and a behavioural action to a given working environment. As a pitiful state, participation represents ideas like focus, motivation and zeal for the task at hand. As the behavioural action, involvement goes beyond feelings and attitudes. The engaged employees can offer significantly more discretionary effort in completing the given tasks with a positive impact on the business outcome. Employee involvement is not a binary result; rather engagement levels contain a spectrum of behaviour. Managers use the skills to indulge the employees to incorporate in various change operations and facilitate tactical flexibility within the organisations. It is a big challenge for the managers to retain the talented employees with the limited resources in the agency. The benchmarking study of 2013 showed that the support of the middle management played a significant role in engaging the staffs in the change management. As per the opinion of Pelser et al. (2016), managers and supervisors are crucial for the firms because of maintaining a secure relationship with the employees. The transformational changes, strategy alteration and reformation affect the employee involvement. Many companies struggle with effective strategies and actions to help improve participation during the modification. With increasing competitive markets and globalisation, Ganesh (2016) said that there is a constant demand for change and the war for talents. As a result, the organisations face significant challenges, which is eliminated with proper management skills. The management would have to be lenient with the employees, which is achieved by open communication. According to Clarke and Ward (2006), four elements assist the managers to integrate the organisational changes. The components include control, career, capability and connection. Control is related to the empowerment of the employees, which is backed up by proper indi vidual career planning. The ability is linked up with appropriate training and development programs that could aid the people to combat the changing environment. Connection with the leaders and the co-workers are necessary to accept the changes healthily. Employees need a more two-way communication with the higher management to obtain a reliable support during the stressful times. However, Schraeder et al. (2006) argued that during the change process, it shows that control supersedes one's requirement for the career path. Reports indicated that it is important for the organisations to clearly define and measure the changes as that can affect the employee engagement levels. The management would determine the kind of alterations that take place within the organisations. The managers' ability to interpret the changes need strong interpersonal skills through which the strategy transformation can be stated Purvee (2014). The employees have the right to know the exact objective, which is expected in the form of outcomes. In the current economy, it is paramount for the organisations to measure the involvement levels of the staffs when contemplating strategic changes. This measurement is essential for the companies to identify the number of dedicated employees and also to assess the engagement risk. There are many advantages, which are associated with the employee engagement during the changing situations. Engaging the employees in meetings put a personal impact that encourages the workforce to work in an innovative manner. The performances of the staffs also get a positive growth with a higher level of confidence. The organisations also get a benefit while making decisions as the employees can make efficient approaches. Moreover, no extra staff will be required to the work of superior is given to the present employees. So the need of hiring additional employees would be restrained, which reduces the cost of recruitment. In addition to this, Sharif and Scandura (2013) said that the managers could recognise the potentialities of the employees and classify in particular tasks. Along with the strengths, the organisations also face some disadvantages in engaging the staffs. There are many private things that management can possess where it is not advisable to engage the subordinates. Unnecessary involvements may cause a dilemma in various operational activities, which in turn creates confusion among the workforce. Also, more liberalisation of the employees can lead to carelessness and thus, cannot perform conscientiously (Goudge, 2006). Moreover, an involvement of employees in every task become time-consuming and communicating all aspects is somehow creates complexity. Conclusion From the above discussions, it has been concluded that with the rapid changes in the external environment, it has become necessary for the managers to involve the employees. The organisations, which recognise the positive impact of employee involvement can have the methods to measure and manage the success. After analysing the prior statements, inferences can be drawn that the participation of the staffs would benefit the management with further creative ideas to cope with the external diversities. The extent of participation could be assessed so that over engagements can be avoided by the Directorate. Therefore, a careful evaluation is critical to combating the given change situations. References Clarke, S. and Ward, K. (2006) The role of leader influence tactics and safety climate in engaging employees safety participation, Risk Analysis, 26(5), pp. 11751185. Ganesh, A. (2016) Employee engagement-a means to employee involvement, IIMS Journal of Management Science, 7(2), p. 165. Goudge, P. (2006) Employee research: How to increase employee involvement through consultation. London: Kogan Page. Noe, R.A. (2010) Employee training and development. 5th edn. New York: McGraw Hill Higher Education. Pelser, H.J., Bosch, A. and Schurink, W. 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