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IBM, Dell and McDonald’s: Organizational Behavior

Introduction

Organizational behavior, OB, aims at ensuring that there is better understanding and management of people in various organizations. In particular, organizational behavior encompasses three levels of analysis, which are: individual, group, and organizational. Importantly, it draws from a wide-range of disciplines in order to give a holistic approach in the management of behavior. The manner in which managers and employees relate in a company has far-reaching effects on the future performance of an organization (Kinicki and Kreitner 1). The dilemma, which most firms are faced with, is deciding the best behavior to propel their organization to pinnacle performance. This essay discusses organizational behavior in the context of decision-making. In particular, the essay will analyze how three companies, Dell, McDonald’s, and IBM make decisions.

Dell Organizational Behavior

Dell is one of the leading companies in the world, specializing in computer business. Throughout history, Dell has risen to overcome several challenges, ranging from management to economic-related issues. Through its well-focused management, it has been able to compete favorably in an environment, which is dominated by several players around the world. Excellent performance of Dell has been attributed to a number of intertwined factors.

However, its ability to maintain a good relationship between the company’s employees and the management has been highly applauded. This plays a pivotal role in realizing the company’s set goals and objectives. In essence, Dell’s management has realized the need of developing a relationship with its employees through rewards and constant recognition of their value, as primary stakeholders of the company (Griffin and Gregory Moorhead 549). Oftentimes, rewarding of employees is seen as the best way of ensuring that employees are committed to excellent performance.

For Dell to make sound and relevant decisions, it focuses on maintaining a genuine relationship between the management and its employees. While this is unique for Dell, it is important for every company around the world to embrace its own leadership brand. By selling its computers directly to its customers, Dell ensures that decisions, which are made, are based on the needs of customers, which are usually linked by the company’s employees. Similarly, Dell’s leadership remains unmatched in influencing its employees (Griffin and Gregory Moorhead 549). This culture has been nurtured through strict hiring procedures, which allow incoming managers to acquire relevant skills that are necessary in confronting the issues. Generally, Dell’s values and organizational culture remain pillars of its decision-making procedure.

McDonald’s Organizational Behavior

McDonald’s is regarded as the leading chain of fast foods, having been in operation for more than five decades. As a multinational cooperation, McDonald’s serves more than fifty million customers in several parts of the world, including China, India, America, and Europe. Like any other company in the world, McDonald’s emphasizes on good relationships between the management and the employees, to offer the best services and products to its customers around the round (Seijts 231). Importantly, line managers have the responsibility of ensuring that there is order and good performance in a given segment of the company. These managers also take a wide-range of approaches in making management decisions.

In addition, McDonald’s top leadership believes that its values are essential in promoting effective decision-making throughout its daily operations. However, this comes along through different approaches, which involve all its stakeholders, including customers, employees and managers. In other words, any decision made is based on the organization’s best interests, in achieving set goals and objectives. In addition, the cooperation emphasizes on authority-obedience management, which ensures that employees obey the decisions made by the top leadership (Seijts 231). As a result, there is minimum interference and resistance from employees through consultations. Above all, McDonald’s decisions are made by its senior management, without deep involvement of the lower-level management.

IBM Organizational Behavior

IBM is an American IT company, which was rated as the most admired organization by Fortune Magazine in 2004. Importantly, the company was applauded for recruiting the best talents around the world. Besides professional qualifications, IBM hires employees from diverse cultures and backgrounds, regardless of their gender. As a result, the marketplace plays a major role in creating jobs for people with different qualities (Hellriegel and Slocum 15).

In its decision-making procedures, IBM puts a lot of weight on diversity and talents, which are perfected by its employees from different parts of the world. This is to say that the company consults different organs in ensuring that the decisions made address the needs of the organization. Additionally, the values of IBM are important in its decision-making; it does not implement something, which has not worked before. Most of its decisions are made with the aim of satisfying the needs of customers. Consequently, its employees perform their duties by embracing these values. Nevertheless, its senior managers have been influential during critical moments (Hellriegel and Slocum 15).

Conclusion

In general, organizational behavior plays a major role in business management, forming the foundation of excellent performance. From this analysis, it is evident that decision-making remains a key pillar of most organizations around the world. However, different companies have varying approaches. The manner in which a company integrates OB with decision-making determines its ultimate success. Above all, senior leaders of any organization have the responsibility of implementing these strategies.

Works Cited

Griffin, Ricky, and Gregory Moorhead. Organizational Behavior: Managing People and Organizations. Connecticut: Cengage Learning, 2011. Print.

Hellriegel, Don, and John Slocum. Organizational Behavior. Connecticut: Cengage Learning, 2007. Print.

Kinicki, Angelo, and Robert Kreitner. Organizational Behavior: Key Concepts, Skills & Best Practices. New York: McGraw-Hill, 2006. Print.

Seijts, Gerard. Cases in Organizational Behavior. New York: SAGE, 2005. Print.