Values, Leadership, Negotiation in Organization

Introduction and Purpose

As a human resource management expert, I am inclined to embrace ideal organization behavior to perform optimally in a friendly work environment. I have held several positions in different organizations as a human resource officer. I hold a bachelors degree in human resource management and intends to follow the career path of human resource consultancy, specializing in employee training and motivation through organization culture modification. My career goals are to rise to the rank of a director within two years and manager within five years, as a human resource consultant in a global company.

Concepts Identification

The main concepts I intend to discuss are personal values, leadership, and negotiation skills. These aspects are important in functioning within a holistic work environment. Besides, balancing these concepts is a prerequisite for creating an ideal organization behavior culture at inter and intra association levels.

Discussing the Three Organization Behavior Concepts

Values

The key driver of productivity is employees’ morale. This means that engaged and productive workers are more likely to be creative and interested in their work commitments. Satisfied workers are more eager to create positive results in their work. This element should be embedded in my values designed to create the culture of efficiency and personal discipline in executing duties. With the need to establish a proactive organization culture, I have to develop a discursive value approach in explaining and exploring shared and coordinated actions on roles and channels through which organizational framework functions in the exchange of information (Flamholtz & Randle, 2011). For instance, I may apply the value of teamwork to allow other parties to contribute their viewpoints regarding the daily management and operation of the organization.

In order for the productivity quotient to become an effective tool, it is appropriate to ensure that workers and the management team both understand the collective perspective of the institution through proactive value-response relationship management (Flamholtz & Randle, 2011). Therefore, my values should be stable in observing the three building blocks of learning such as a supportive learning environment, concrete learning processes, and practices judgment that reinforce innovation. I intend to apply different values to improve on my interaction skills as soon as I get a job.

Leadership

Personal leadership in a teamwork-based organization structure actually identifies the hierarchy of command structure in order to understand the complex network. In addition, it provides myriad illustrations of persuasive importance of problem definition within communication contemporary context. The strategies of investigation, ramification, and elements of the problem definition are addressed in its chain of command that is controlled by strong leadership skills. This is best achieved when different leadership structures and hierarchal order is put in place. The hierarchal procedure may be repeated in a systematic manner to ensure that different decisions are made in a consultative environment. For the self-motivated people like me, this approach allows them to do much more spectacular things as a team and not as human machines (Flamholtz & Randle, 2011). Since leadership inspires proactive learning and consistency in decision making, I will apply different leadership skills to address the above challenges in a timely manner by applying different leadership behaviors such as participatory and democratic involvement of the stakeholders. I plan to rise to the rank of a human resource director within two years by integrating my leadership skills to the organization structure I work in.

Negotiation

Negotiation in an organization refers to strategies adopted by an organization to introduce an element of change that is meant to improve on performance of that organization. Negotiation is necessary whenever redundancy becomes the norm of organization performance. In encoding and decoding information, it is critical to balance the wanted and unwanted grapevine (Griffin & Moorhead, 2013). Thus, in reviewing performance based on feedback received, the human resource management team handles the voluntary information with care to boost trust and confidentiality, which form the pinnacle of the organizational behavior. Therefore, negotiation is critical in balancing the feedback with the performance goals as a remedy towards inclusiveness and active participation which translates into desirable performance (Griffin & Moorhead, 2013). As an aspiring human resource consultant, I intend to use negotiation skills to develop framework for managing conflict and striking better remuneration deals. As a result, I will be able to create an ideal work environment which is holistic and accommodative to the demands of all the parties involved. I intend to use negotiation skills to get a job in the human resource department of a global company as soon as I finish my degree.

Other questions

I have discovered that I am a proactive individual who has the right leadership, negotiation, and value alignment skills. I am capable of applying these skills to get my dream job and rise through the organization ranks within five years if everything goes well.

Conclusion

The concepts of negotiation, leadership, and values are the blue print for visualizing an ideal organization behavior environment. These concepts are independent but can be applied concurrently to achieve personal career goal. I intend to use these concepts to get a job and rise through the ranks within five years.

References

Flamholtz, E., & Randle, Y. (2011). Corporate culture: The ultimate strategic asset. Stanford, UK: Stanford business Books.

Griffin, R., & Moorhead, G. (2013). Organizational behavior: Managing people and organizations. New York, NY: Cengage Learning.