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Organizational Behavior
Name
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ORGANIZATIONAL BEHAVIOR 2
Organizational Behavior
setting. This encompasses how individuals conduct themselves alone and in groups.
influence group or individual dynamics in a company to render the groups, individuals, and the
organization more effective and efficient (Robbins & Judge, 2007). A great deal of research on
organizational behavior aims to offer human resource managers with the tools and information
they require to choose, train, as well as retain workers in a manner, which generates maximum
benefit for the organization and the employee too. Hence, todays manager needs to comprehend
to note that organizational behavior leads to organizational culture and managers need to exploit
it to their advantage. Knowledge gathered from organizational behavior is utilized to enhance the
effectiveness of the organization. Hence, managers must take note of absenteeism, organizational
effectiveness, citizenship behavior, ethical behavior, job satisfaction, turnover, and task
performance driving forces (Bauer & Erdoganr, 2009). This paper is going to look into factors
Merck & Co. is a global pharmaceutical firm that is driven by research, and it is
dedicated to meeting the needs of the patients first. Founded in 1891, the company has grown to
over 50, 000 personnel in over 120 nations currently. Mercks role is to discover, develop,
manufacture, and market medicines and vaccines in over twenty therapeutic classifications. The
business partnership pursuit, which ranges from discovery, clinical trials and discovery, via
Type of Culture
by examining the behaviors of the employees and other elements, which influence the companys
productivity. A companys culture is seen via such organizational artifacts as norms, values,
logos, and other fundamental assumptions encompassing internal interactions, informal and
formal processes. In other words, organizational culture includes behaviors and values, which
add to psychological and social environment of a company (Robbins & Judge, 2007).
Organizational culture signifies the collective principles, beliefs and values of a companys
members, and it is a result of factors such as history, market, strategy, technology, style of
management, national culture, and type of personnel. The culture of an organization comprise a
collection of shared norms, which guide what transpires in a company through describing
appropriate behavior for different situations. It also encompasses assumptions and behaviors,
which are taught to novel members of the organization as a means of thinking, feeling or
perceiving. Hence, the culture of an organization affects the manner groups or people interact
with one another with stakeholders and clients. Additionally, the culture of an organization might
affect how the personnel identify with the company (Bauer & Erdoganr, 2009).
Merck & Co ensures that all employees are treated with mutual respect. Moreover, to
meet the goals of the firm while at the same time developing employees skills. Employees at
Merck & Co are trusted to make decisions when their superiors are absent. Other facets that are
part of Merck & Co.s culture include its values, standards, mission statement, ethics and
ORGANIZATIONAL BEHAVIOR 4
integrity. Mercks statement of its mission is To discover, develop, and provide innovative
products and services that save and improve lives around the world. Hence, from the company
mission statement, it is evident that the organization strives to be the best and this is only
achieved by embracing the contribution of the employees to the company. Mercks office of
compliance is tasked with the responsibility of ensuring that the company adheres to the
The type of organizational culture at Mercks is salad bowl because the company
embraces diversity. Mercks employees comprise people of different races, sexual orientation,
gender, physical ability, and ages. Diversity at Merck is used positively to enhance the
productivity of the company. Merck has achieved this by implementing a number of strategies
such as forming of constituency and resource groups for the employees. Constituency groups
comprise members from diverse global regions with diverse professions, religions, and cultures,
which blend to bring success to the company (Merck & Co., 2009).
Modes of Communication
Communication in companies includes all the modes, both informal and formal, through
which information is communicated up, across, and down the network of employees and
communications in a manner they can boost employee satisfaction, enhance customer relations,
encourage knowledge-sharing throughout the company, as well as most crucially, improve the
competitiveness of the firm (Bauer & Erdoganr, 2009; Robbins & Judge, 2007. Although
corporate communication content has remained rather constant throughout the years, the
ORGANIZATIONAL BEHAVIOR 5
communicate with one another (McKay, Davis & Fanning, 2009). Nearly all organizations of any
size possess some regular means of communicating through newsletters, magazines or bulletin
boards. Larger or geographically dispersed organizations may also utilize TV shows corporate-
Merck embraces different communication modes, for example, the company uses both
written and verbal forms of communication to disseminate information throughout the company.
Different modes of communication are used depending on the information urgency, which
encompass notice boards, circulars, meetings, company websites, sessions for braining storming
emails, and brochures. Merck promotes an open form of communication to sustain the culture of
the company (Merck & Co., 2009). Managers must possess effective communication, leadership,
interpersonal skills, as well as with effectual management to ensure that the company is run
smoothly (McKay, Davis & Fanning, 2009; (Bauer & Erdoganr, 2009).
Nature of Authority
Leadership at Merck is hierarchical and power and authority flows from the top positions
pyramid where workers are ranked at numerous different levels in the company; every level is
above another. At Merck, responsibility and authority are well defined, opportunities for
promotions motivates employees, as well as the workers can develop and specialize in their
fields. Nonetheless, Merck practices democratic leadership, for instance, employees are included
in the process of decision formulation. In case of any disputes in the company, employees are
required to report complaints to the representatives of human resources or supervisors (Bauer &
Erdoganr, 2009).
ORGANIZATIONAL BEHAVIOR 6
Furthermore, employees can also forward their issues to the ethics office in case they
cannot reach out a human resources representative or supervisor. The companys code of conduct
concerns pertains to every employee and the organizations shareholders holding various
responsibilities (Robbins & Judge, 2007). A code of conduct comprises an array of rules that
outlines the social rules and norms and responsibilities, and appropriate practices of a person,
safeguards the firms business, as well as informs the personnel of the expectations of the
organization. Mercks code of conduct also include ethical procedures that must be adhered to
during the process of decision making. Moreover, the availability of a code of conduct at Merck
renders employees feel valued and their contributions in the decision making process are
Merck has a corporate governance structure, which is effective; hence, this renders the
company transparent in its leadership. The board of directors appoints the Chief Executive
Officer of the company. The remuneration of the Chief Executive Officer and other management
personnel is determined by the board. A chairman heads the board and; moreover, every worker
can access the committee of auditing. Merck has also instituted policies on the protection of the
whistle blowers, which increases the confidence of the personnel in the leadership of the
organization. Leaders at Merck search for and encourage opinion from employees, which is
achieved via a high level of self-awareness from the leaders. The introduction of coaching for
employees at Merck helps various leaders recognize areas, which need development to improve
on those areas. Leaders at Merck exhibit an inclination to stand up and take accountability for
both failure and success boldly and bravely (Merck & Co., 2009).
Motivational Techniques
ORGANIZATIONAL BEHAVIOR 7
business setting because it affect physical and mental human reactions. Highly-motivated
employees have an inclination to work efficiently. Hence, motivation can result into increased
productivity and allows companies achieve greater output levels (Robbins & Judge, 2007).
Motivation generally energizes, controls, and maintains behavior. Salary is mostly enough
incentive to keep workers working for a company; however, it is always adequate to motivate
them to attain their full capability. Motivated employees retain an increased innovation level
whilst producing greater quality output at an increased efficiency level. The cost of opportunity
At Merck, employee motivation forms part of the culture of the company. Goals are
established for the workers and the company encourages teamwork when working on different
projects. Employees are also subjected to regular training to improve their skills. Those who
exhibit improved performance are awarded rewards, promotions, and incentives. The company
also uses pay rise as a form of motivation for employees. Employees privacy is safeguarded by a
compliance officer, and this denotes that the company respects employees privacy because the
organization understands that the personnel are a valued of asset to the company whose needs
Emotional Quotient
Emotional quotient denotes the ability of a person to control, perceive, as well as assess
emotions. A number of researchers propose emotional quotient can be strengthened and learned
whereas others assert that it is an innate characteristic. Decision making in an organization does
not rest on the management only, employees are required to take part in the organization as well.
The solid underpinning of any successful organization is its people (Robbins & Judge, 2007). In
ORGANIZATIONAL BEHAVIOR 8
particular, employees are a source of ideas and knowledge, but many times that resource is never
tapped. Involving companys employees in the process of decision making empowers the
personnel, contributes to the organizations success, as well as saves the firm money and time by
Merck understands the importance of having a workforce that engages and contributes in
the process of decision making. Hence, the company strives to ensure that the employees
improve their decision making skills by comprehending their emotional quotient. Employees are
encouraged to recognize their emotions and those of others, to distinguish between diverse
feelings and regard them appropriately, as well as utilize emotional information as a guide of
their behavior and thinking. Merck organizes sessions and seminars where invited guests give
lectures and educate employees on emotional quotient and how to improve on their emotions to
enhance better interactions with fellow personnel. When employees are aware of their emotions,
they tend to influence the productivity of the organization. During the seminars, employees are
taught how to evaluate their intrapersonal and interpersonal emotions, for example, self-
regulation, self-awareness, empathy, social skills and motivation. Furthermore, the company also
holds workshops for emotional training for employees at Merck (Merck & Co., 2009).
To some degree, Merck embraces some virtual organization components; however, the
company is not a virtual firm. For example, since 2009, the company has been subscribing to
virtual meetings. The shift to the novel organizational structure in todays business organizations
complexity, time compression, increased technology use and rapid change (Bauer &
Erdoganr, 2009). Merck uses a virtual software for meetings, which has been in use since 2009.
ORGANIZATIONAL BEHAVIOR 9
The company uses this software for symposiums, conferences, and meetings to meet companys
needs. Shifting to virtual conferences and meetings has helped the company save on time and
Conclusion
business world. A company can only establish its effectiveness though assessing its
strong or weak a firms performance is, as well as what must be done to improve on the weak
links. This research paper has established that Merck has a solid bowl culture, embraces both
informal and formal modes of communication, its leadership is hierarchical, and has a code of
conduct that governs the behavior of both employees and shareholders in the company. The
companys corporate governance is transparent and employees are involved in the process of
decision making. Employees contributions in the process of decision making are highly
recognized. Employees emotional quotient is encouraged and the personnel undergo emotional
training to ascertain that they are equipped to deal with different people exhibiting diverse
emotions at different situations. Employees at Merck are motivated via different sources of
incentives such as pay rise, promotions, and rewards. Lastly, Merck engages in some virtual
Bauer, T., & Erdoganr, B. (2009). Organizational behavior. Flat World Knowledge, Inc.
McKay, M., Davis, M., & Fanning, P. (2009). Messages: The communication skills book.
Robbins, S. P., & Judge, T. (2007). Organizational behavior. Upper Saddle River, NJ:
Pearson/Prentice Hall.