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Whether your firm is a new venture start-up, a developing business or a mature organisation, understanding, predicting and influencing organisational behaviour is vital to success.

Having the ability to deal with economic, social and cultural connectivity on a global basis, workforce changes, evolving employment relationships, virtual work practices and workplace values and ethics is prerequisite not only to transform your organisation but to simply remain sustainable.

What is organisational behaviour?

Successful managers not only manage ‘things’...they lead ‘people’. In fact, strong leadership is the difference between management mediocrity and managing inspirational organisations.

For the most part, people in your organisation work interdependently towards a common purpose. Organisational behaviour seeks to understand why these people are here, where they are going and how they will be once they get there.

Inspirational organisational behaviour is anchored through multidisciplinary knowledge, systematic knowledge generation, contextual contingencies, individual-, team- and organisational analysis and interactive environmental participation.

Highly successful organisations continually invest in their people and fully enlightened leaders are willing to transcend in order to create a ‘vacuum’ of inspirational success.

Paradox Strategic Management has first-hand experience in organisational behaviour and we can assist you with the following;

  • Employee health and wellbeing (Developing proactive environmentally safe and healthy frameworks, understanding stress types and causes, personal coping styles, environmental factors, role related factors, consequential effects, managing work related stress, support mechanisms and building linkages to strategic risk management)
  • Behaviours, values and personalities (Understand individual characteristics relating to values, personalities, perceptions, emotions and attitudes and dealing with stress, recognise different types of behaviour, workplace values, cultural differences, ethical perceptions and how these affect motivation, ability, role perceptions and other situational factors that feed into behaviours)
  • Learning and perceptions (Understand the perceptual process, theoretical constructs, errors of judgement, learning styles, improving perceptions, socialisation and experiential considerations)
  • Attitudes and emotions (Developing emotional intelligence, satisfaction in jobs, obtaining commitment, balancing transactional and relational paradoxes of psychological contracts)
  • Workforce motivation  (Understanding the needs and drivers of personal motivation, motivational theories, setting goals, giving and receiving feedback, addressing equality and equity injustices)
  • Performance rewards (Developing and implementing employee incentive programs, understanding the advantages and disadvantages of various reward practices, individual, team and organisational based rewards, designing specific jobs, empowerment processes, developing self-leadership)
  • Creativity and decision making (Making rational decisions, recognising problems and opportunities, evaluating issues and finding alternative solutions, systematic scenario planning, post-decisional evaluations, involving employees in decision making, creative characteristics, generating creative solutions)
  • Team dynamics (Understanding team and group interaction, team effectiveness models, organisational and team environmental factors, designing team features, team development processes, team roles, procedural losses and maintenance)
  • High-performance teams (Developing self-directed teams, virtual teams, trusting relationships, making team decisions, building strong teams)
  • Organisational and team communication (Understanding communications processes, effective information channelling, recognising barriers to good communication, gender and cross-cultural diversity, improving interpersonal dialogue, hierarchical communication, the ‘grapevine’)
  • Power and influence  (Definitions of power, power sources, leveraging power bases, influential behaviours, organisational politics and tactical influences)
  • Conflict and negotiation (Understanding conflict processes, identifying sources of conflict, managing interpersonal conflicts, structuring conflict management, conflict resolution and negotiation, using third-party interventions)
  • Organisational leadership (Understanding different leadership perspectives, leadership traits, behavioural based leadership, contingency based leadership, path-goal leadership styles, other contingency leadership models, transformational leadership, implicit perspectives, gender and cross-cultural issues)
  • Organisational processes (Understand how labour is divided and coordinated, firm structural elements, functional and departmental design, divisions and groups, organisational contingency paradoxes)
  • Organisational culture (Recognising cultural elements on the surface and ‘underneath’, cultural artefacts, cultural functionality and performance impacts, mergers and acquisitions considerations, strategic cultural strengthening, socialisation issues)
  • Organisational change (Analysing field-forces, freezing and unfreezing, vision agendas, change agency and change diffusion, change methodologies, cross-cultural and ethical issues, personal development, continuous renewal...see also the ‘Change Management’ tab)

Three T’s Leadership:
A framework of leadership continuim based upon three distinct  yet interrelated leadership concepts; (1) Transactional leadership (human exchange), (2) Transformational leadership (Human empowerment) and (3) Transcendent leadership (human enlightenment).

Leadership empathy:
A triangulation of truth, empowerment and love (agape) as a leader places themselves within the shoes of their followers (metaphorically) in order to develop a genuine understanding of what their follower’s are experiencing.

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