Organizational Behavior Analysis

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Final Paper: Organizational Behavior Analysis
Mia A. Rapier
BUS 610: Organizational Behavior
Dr. Anthony Trotta
October 19, 2014

The text Organizational Behavior (2012), explores the nature of organizational performance by arguing that it “concentrates on the people side of a business, nonprofit, or governmental entity” (Baack, 2012), and the concepts therein are intended to “help a company or nonprofit fulfill its potential by creating a satisfying and positive environment that leads to profitability, growth, and other measures of success, thereby connecting the human element with the operational elements of an organization” (Baack, 2012). It is the intent of this paper to further consider specific elements of organizational behavior such as the type of culture and the modes of communication within an organization by relating them to the author’s former employer, WTS International, a worldwide wellness management organization. This paper will relate specific organizational behaviors to this employer to provide a better understanding of the many facets of organizational management, specifically organizational behavior. Organizational behavior can best be described as the study of human behavior in the workplace and the interaction between people and their respective organization/employer (Hiriyappa, 2009). The organization WTS International is an industry-leading wellness company that offers “feasibility studies, spa concept and brand development, planning and design consultancy, pre-opening support, and daily management for spas, fitness and wellness centers and lifestyle projects worldwide” (WTS International, 2014). From 2008-2012 I served as a Fitness Director for the organization managing three corporate fitness facilities in downtown Washington, DC. While employed by the company I was responsible for the daily operations of the facilities including: employing marketing and sales plans, training and scheduling staff, processing payroll, sales and marketing, facility management and repairs, supervising the staff in each area of the facility, and ensuring the highest levels of guest satisfaction were achieved (WTS International, 2014). WTS International is governed using a “salad bowl” approach; this methodology maintains that “in a single society there exist various life-style opportunities side-by-side that have equal rights” (Blatter and Drake, 1995). WTS International, aside from being an international organization, operates within the ever changing world of wellness and fitness where new concepts and means are devised regularly to aid the industry. By employing a salad bowl culture it enables the corporate office, and their numerous fitness and wellness facilities, to remain flexible, current, and open to the industry changes and employee implementation of said changes. An example of this culture is displayed with the legions of group exercise instructors employed by WTS and stationed across the globe; these individuals have the necessary leeway to amend the group exercise offerings at their facilities, with the encouragement of their immediate managers, and the corporate office in an effort to remain relevant within the industry. TRX suspension training and the barre method are two very popular styles of fitness and wellness classes and though they spearheaded in California, New York, and the U.S. military, they quickly gained mainstream followings thus, making them an asset to the typical group exercise class formats associated with WTS. Interpersonal communication was vital as an employee of WTS International, it allowed me to connect and relate to my direct staff at the sites I managed, but also served as the primary means of communicating with my Account Executive, the person I reported directly to, as well as communication with the corporate office. The term, interpersonal communication, holds several definitions but at the crux lies key features: “communication from one...
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