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Essay / Research Paper Abstract
This 3-page paper argues that behavioral models when it comes to organization need to be considered processes, rather than static diagrams. Bibliography lists 2 sources.
Page Count:
3 pages (~225 words per page)
File: D0_MTbehdiast.rtf
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Unformatted sample text from the term paper:
that is actually taking place in a firm. This is true from many perspectives. Back in the 1980s, Duncan and Bruwelheide pointed
out that any type of behavioral management model succeeds only if there is feedback and interaction. The authors writings suggest that feedback and implementation need to be an ongoing process,
otherwise there is little sense in implementing a behavioral model. Some years, later, Plowman postulated in her thesis work that employee
behavior, when used in conjunction with incentives (such as pay) and feedback systems, tend to become more positive (2005). Though incentive earnings didnt exactly key into employees willingness to improve,
the idea of feedback did (Plowman, 2005). The problem with many organizational behavioral models is that they do rely on one-time scenarios.
Taking the performance appraisal, for example, the standard process is for a yearly analysis in which a supervisor tells the employee what must be improved in behavior or performance if
the employee hopes to stick around. Its assumed that this type of punishment system will help an employee improve - but, in fact, just the opposite is true. This scenario
can create resentment and fear in the employee. Resentment that faults are being picked out and criticized. And fear that if he/she doesnt get it right the next time around,
he/she will be out of a job. The problem is, if the employee brings something like this up, there is every possibility he/she could be thought of as argumentative. What
happens here is that the employee stops trying, management becomes more frustrated, and, at some point, employee and management part ways. If,
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