A positive organization is a working place for people where they compete in a healthy way among one another, and each individual helps in the growth of both their self and their peer employees. They eventually exceed in their performances than their expectations. Like Robert Quinn, the professor of the University Of Michigan states that every organization is not completely without positive or negative; rather it is a state of studying the ration among both in the workforces. By trusting the emerging and upcoming processes, with challenges to your own mental mind maps, by embracing your contrasting and conflicting traits, one can excel very high in the art of organizations.
POSITIVE ORGANIZATIONAL SCHOLARSHIP
The positive organizational scholarship-POS was coined in the year 2003, by Kim Cameron, professor of management and organizations at the University of Michigan and the Chairperson of the Center of Organizational Scholarship. POS has the four major components as hope, resilience, self-efficacy, and optimism, respectively. The POS has the primary objective of focusing only on the performance and the positive work life of individuals in a particular organization. Companies and institutes that have been successful in adapting these four components are able to control, manipulate, and manage the organizational performances of working methods in a very positive manner. The domains of POS may be attributed as enablers that are processes, capabilities, methods, and structures; motivators who may be altruistic, unselfish, contribution without regards to their own self; and the last one as resulting effects or outcomes viewed as vitality, meaningfulness, exhilaration, high-quality relationships, respectively.
THE TWO FORMS OF SOCIAL CAPITAL
Social capital, according to the OECD, is defined as the networks bonded with shared values, and understandings with norms that facilitate the co-operation within the groups or among members. There exist two kinds of components, or say, a form of social capital namely, high-quality connections and generalized reciprocity. The high-quality connections (HQC) are the social capitals that have the capacities for expansion like tensility and connectivity. The outcome may be attributed to physiological functioning, individual and also project performance, learning experiences, and engagement at works done. The other form of social capital is the generalized reciprocity which is having the power to expand and explore new resources more quickly with proper connections and has the extreme capacity to combine and re-combine sources and needs. Time is ultimately saved alongside the cost and better utilization of the resources. As implied, HQC has more impactful thoughts on workers than that of generalized reciprocity. The HQC is the only form that has an emotional component too.
HERO MODEL OF POSITIVE ORGANIZATIONS
The HERO model has its frameworks bordered under the concepts of a positive organizational behavior and culture. This model is a heuristic and theoretical model that derives the roots from positive psychology, Human resource management-HRM, organizational behavior and positive organization health psychology (POHP). The HERO is the acronym given for a Healthy and Resilient Organization. The HERO model states that it requires the use of social and task resources along with healthy practices to achieve high outcomes in achievements and customer loyalty and trust along with corporate societal responsibility. It also has three other significant parts of it as healthy organizational resources and practices – HORP, healthy employees, and healthy outcomes which are tri-directional to each other. Positive emotions, resilience, cooperation and communication, and beliefs in efficacy are all the major internal components that one must have as an employee to excel in organizations.
GENDER STEREOTYPES IN ORGANIZATIONS
Women from the times of pre-history have been given and assigned chores like nurturing, care-taking, and growing their children. Even today when women demand status or symbols, people may say that women are born for nurturance and kindness. This even becomes a problem in the workplaces, when a leader’s position is taken by a female. Considering the time of conflicts too, when a male boss gets irritated or enters into an argument it is often seen as aggressive leadership, but when a woman does the same, colleagues may think she is not getting along well with other team members. So a good and positive organization has workers who exhibit helping hand properties, without considering the positions of the person and gender. The stigma surrounding woman workers are often unconsciously done and hence people should be taught how everyone must be alert to their own implicit biases and then they all can automatically influence each other in an organization. The simple task of not judging a woman based on gender and also doing helping out in difficult times, when a female boss needs help, is necessary in all organizations. People will then eventually stop raising any unnecessary red flags for woman workers and colleagues in organizations.
WELL-BEING IN ORGANIZATIONS FOR PRODUCTIVITY
The well-being of every individual matters and hence, teamwork with a positive spirit and a happy workforce is all that matters for bringing high productivity to organizations. Access to a supportive environment, along with good and engaging curricula of work brings a lot of POSITIVE changes to the people in a workplace.
The general well-being in organizations is based on the following key factors;
- PHYSIOLOGICAL – autonomy, rest, stress, purpose, support, learning.
- ENVIRONMENTAL – light, air quality, temperature, sustainability, comfort.
- PHYSICAL – exercise, nutrition, lifestyle, illness, pain, recovery.
- SOCIAL – community, volunteering, family, connection, transparency, relationships.
Investing time for considering the well-being of employees is a really necessary task since it lowers the rates of overall costs and absenteeism, and increases the staff morale, productivity, brings in a general community awareness, allows access to service, open communications, and improves the workforce retention in organizations.
THE ART OF BUILDING A POSITIVE ORGANIZATIONAL BEHAVIOR
- Always make the employees and other co-workers feel that they are the significant aspect of the workplace and always keep them in some form of engagement.
- Sometimes catering to the worker’s needs, either official ones like stipends and bonus or a personal one, like family concern, for their efforts is necessary.
- Treating every employee equally at various levels of work stage is very much significant to good organizational behavior.
- Ego clashes are extremely unnecessary and avoiding this with good and open-minded communication is very much necessary.
- Smart work is the main component adding so with hard work.
- Working as a team is really significant but trying to appreciate individual efforts never fails to build a positive organizational culture.
- Practice and positive feedback regularly go hand in hand, for every work participant.
- Going slow in processes is not bad but a good worker tries bringing out the best in you as a leader, since good teamwork and a group is the actual result of a good leader of the team.