Skip to 0 minutes and 8 seconds My last role was in a company for project management based in Saudi Arabia, in Jeddah area, and I was responsible of the construction project management team. We had several projects around Jeddah, the main one which was 40 million pound project, a luxurious palace. And we were responsible of the main contractors and the other suppliers that were involved in this project. Everyone understood that organisational behaviour play a great role in this, in the whole process, in the whole operation for that company. Because when someone new joined the company the hardest part is to make this person join the team.
Skip to 0 minutes and 43 seconds What they call is norming, like start to understand how people interact with each other, what is the norm for things that how we do things in this company. It’s not all about policies and procedures and way of communication, sometimes there’s an extra part, which is like an extra organisational structure that is for how people use to interact in this company, and to know the new culture that you are getting involved in. So my example is about like new members joining our company. It’s not all about their skills, their certificates and those kind of stuff, it’s about to get them to adapt to the new environment that they are getting into.
Skip to 1 minute and 22 seconds In my team, because I was responsible of site engineers, one of my roles was just to make the team understand each other. How each one could work individually, and how we can manage that all of them together with me could could do something, like combined our efforts not work in a different way. Because top management sometimes they follow the traditional method that people are working for money, so the more money you give them, the more production they will do, or they would produce as per the money that you are paying them.
Skip to 1 minute and 51 seconds But some other managers are more developed into the thinking that you need to make a some kind of a human relation between your employees, because if you manage to develop a good the human relation with them they will achieve more, and it’s not only about achieving, it’s about keeping them in your company and developing themselves and the company to reach for the big vision for any company. So to be please specific more, in my example, in Jordan some small companies they don’t understand organisational behaviour. They think that the more you pay people, the more you motivate people, and they don’t care about the culture.
Skip to 2 minutes and 23 seconds So the site engineers who joined our companies, they start working with the company, they learn a little bit, then when the minute they are offered a great opportunity they will go because they learned to seek for money, they don’t understand that culture really matters. Sometimes you are paid less in a company, but you are more comfortable working with those people than being paid a little bit more.
A professional perspective on organisational behaviour
In this video, Ghazi Kamal, a project manager from Jordan, shares his views on how organisational behaviour can help create a well-functioning team.
Kamal points out that organisational behaviour is instrumental in helping new employees understand how the organisation they joined does things and helps them adapt to their new environment.
Organisational behaviour is also important to ensure team members understand each other and in encouraging them to work in the same way.
After watching this video, think about your own practice. Can you think of a time where organisational behaviour has helped you settle into a new work or study environment?
Share your experiences with other learners in the comments.
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