CONCEPTS AND THEORIES OF ORGANIZATIONAL BEHAVIOR

This research reviews concepts and approaches in applied organizational theory that may be expected to lead to improved staff motivation, improved organizational productivity in a psychiatric hospital, and higher levels of patient satisfaction with care received. Application of these concepts and approaches in the psychiatric hospital also may be expected to lead to reduced absenteeism and turnover among the professional staff.

With respect to human resource inputs, one concern is the management style that is likely to yield the most productive outcomes (Tonges, 1992, pp. 27-32). Most contemporary theorists tend to favor a participative style. Participation in the context of organizational management means permitting organizational members other than senior managers make some of the important organizational decisions (Barner, 1994, pp. 33-36).

Decision making in organizations has been described as a process of behavior with the economic model (or total rationality) at one extreme, and with the social model (or complete irrationality) at the other extreme (Kimberly and Rottman, 1987, pp. 596-619). This description implies that only irrational decision making accords human values precedence over economic values. In the health care organizational environments of the 1990s, leaders must find some middle ground between these extremes, for it is evident that neither set of values can be ignored (Morath, 1993, pp. 75-80). In

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oned because, often, consensus is viewed as a substitute for a thorough evaluation of the quality of the decision. The group decision making process may also be subverted by the dominance of a single individual, and the development of a competitive win-lose culture among participants. While not being cause for the elimination of group decision making in health care organizational settings, the problems that may characterize group decision making must be effectively addressed within an organization if effective decisions are expected to derive from a group decision-making process. The essence of any form of participative management is that the decision making process is not authoritarian--those individuals who are affected by the decisions participate, to some extent, in the making of those decisions (Tonges, pp. 27-32). The effective application of this concept rests on an analysis of the specific needs of the nominal group and the obstacles it faces. The nominal group technique is a group decision making process wherein consensus is sought within an environment of interdependence (Steiner, 1992, pp. 503-526). It is a participative technique applied typically in small groups. The practice of participative management rests,
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Some common words found in the essay are:
Szilagy Wallace, Kimberly Rottman, Hickson Wilson, ORGANIZATIONAL BEHAVIOR, Douglas McGregor, Larson LaFasto, Mahler Nicholson, Management Studies, February Management, Nursing Outlook, decision process, health care, health care organizations, organizational conflict, care organizations, organizational structure, pp 27-32, 1994 pp, employee empowerment, participative management, tonges pp, tonges pp 27-32, morath pp 75-80, health care organizational, gortner mahler nicholson,
Approximate Word count = 2327
Approximate Pages = 9 (250 words per page)