Theories of Organizational Behavior in Johnson & Johnson (J&J)

Theories of Organizational Behavior in Johnson & Johnson Company
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Executive Summary
* The paper analyzes the theories of organizational behavior based on a case study of the Johnson & Johnson Company. This corporation is one of the leading producers of pharmaceuticals and other medical devices across the globe, operates in more than 60 countries, and has more than 275 subsidiaries.
* Moreover, the fundamental organizational behavior theories analyzed in this paper entail Maslow’s Hierarchy of Needs, Tuckman Model, and Functional and Dysfunctional Conflict theories. The three theories relate to the motivation of employees based on the individual, group, and conflict facets that characterize organizational behavior.
* Lastly, the paper outlines two strategies that can be used to ensure optimal performance based on the outlined theories; they include the autocratic and custodial models.
Table of Contents TOC \o "1-3" \h \z \u Executive Summary PAGEREF _Toc94246372 \h 2Introduction PAGEREF _Toc94246373 \h 3Theoretical Contributions PAGEREF _Toc94246374 \h 4Maslow’s Hierarchy of Needs PAGEREF _Toc94246375 \h 4Contributions of this theory in the Johnson & Johnson Company PAGEREF _Toc94246376 \h 5Tuckman Model PAGEREF _Toc94246377 \h 6Contributions of this theory in the Johnson & Johnson Company PAGEREF _Toc94246378 \h 6Functional and Dysfunctional Conflict Theories PAGEREF _Toc94246379 \h 7Contributions of this theory in the Johnson & Johnson Company PAGEREF _Toc94246380 \h 7Strategies to Ensure Optimal Performance based on the selected Theories PAGEREF _Toc94246381 \h 8Conclusion PAGEREF _Toc94246382 \h 9References PAGEREF _Toc94246383 \h 9Appendix PAGEREF _Toc94246384 \h 11
Introduction
Organizational behavior is characterized by the systematic evaluation and knowledge application regarding how people and teams act within their places of work, such as a company, organization, or an institution (Killingsworth et al., 2016). Several work outcomes such as job performance and work attitudes are analyzed in evaluating organizational behavior. Under job performance, aspects such as counterproductive work and customer service are considered, while under work attitudes, elements such as commitment to an organization and job satisfaction are examined. In assessing the organizational behavior of a company, several theories that relate to either individual, teams, or even conflicts are analyzed. Studying the organizational behavior in a company is essentialbecause it promotes teamwork, facilitates the making of effective decisions, and lowers employee stress levels. In addition, it enables the employees to do a great job in their respective roles and allows them to get along with one another at the workplace (McShane & Glinow, 2017). Therefore, this paper will evaluate several organizational theories relating to individuals, groups, and conflicts based on the Johnson & Johnson Company operations. These theories include Maslow’s Hierarchy of Needs, Tuckman Model, and Functional and Dysfunctional Conflict theories.
Johnson & Johnson Company is a multinational corporation that has operated in more than 60 countries and has more than 275 subsidiaries (Sengupta & Sengupta, 2013). This company is renowned as one of the major producers of pharmaceuticals and other medical devices across the globe. The company is also known as a significant owner of some top consumer brands such as Zyrtec and Tylenol. It has an estimated 128700 employees worldwide (Sengupta & Sengupta, 2013. Therefore, this paper will evaluate the company's organizational behavior based on the three critical theories, namely Maslow’s Hierarchy of Needs, Tuckman Model, and Functional and Dysfunctional Conflict theories. The Maslow’s theory will address the individual category. In contrast,the Tuckman model will manage the team option, and the Functional and Dysinfuctional approaches will address conflict management in the company.
Theoretical Contributions
The Johnson & Johnson Company operations can be analyzed based on the following three theories of organizational behavior:Maslow’s Hierarchy of Needs, Tuckman Model, and Functional and Dysfunctional Conflict theories.
Maslow’s Hierarchy of Needs
This theory was developed by a psychologist named Abraham Maslow, and it focuses on the motivational urge of fulfilling the needs of the individuals who work in a particular organization. According to Maslow, employee motivation in any organization is based on the satisfaction of their needs based on a specific hierarchy (Singh & Behera, 2016). Maslow outlines the five basic human needs: psychological and survival needs, safety and security needs, social needs, ego and esteem, and self-actualization (Singh & Behera, 2016). This categorization is based on the fact that humans operate based on a will first to satisfy their fundamental needs. Therefore they are more likely to be motivated by motivations that meet their psychological and survival needs first (Champoux, 2020). Thus, the figure below illustrates Maslow’s theory;
Figure 1: Maslow’s Hierarchy of Needs, Source: (Abulof, 2017)
Contributions of this theory in the Johnson & Johnson Company
Based on a critical analysis of the Johnson & Johnson Company operations, Maslow’s theory can be applied by enabling the corporation to strive towards satisfying the lower-order needs of their employees first(Champoux, 2020. These needs encompass the psychological and survival needs, safety and security, and social needs as they are vital to building self-esteem and promoting respect in the organization(Abulof, 2017). The company can achieve this by providing adequate pay, safe working conditions, and cohesive teamwork. Moreover, it was noted thatJohnson & Johnson Company as an employer, should strive towards assisting their employees in moving to their upper parts of the hierarchy. By doing so, the corporationwill eventually increase the company products as the employees will move to prestigious job titles, incorporate additional responsibilities and begin handling challenging tasks in the organization. Therefore, by enabling the employees to move to higher-order esteem needs after their lower-order needs have been fully satisfied, the company would successfully motivate them toself-actualization. In the third phase, the manager can begin delegating tasks to the team members and give them a chance to share with others, as at this stage, the group is in a position to reach a consensus. This is because the team members begin exuding confidence and commitment, showing that they are united towards a common goal. For the groups in the fourth stage, the performing phase, the team leaders of the different groups in the organization should direct and interfere with the group less as the members have already developed a shared vision and are ready to work it out without supervisi...