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ORGANIZATIONAL BEHAVIOR AND INTERAGENCY COLLABORATION

Name

Professor

School/University

Date
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Q1. Understanding Organizational Behavior

Organizational behavior is well-defined as the systematic study of human performance,

attitudes and behavior within an organizational setup. The described study draws from theory

principles and methods such as cultural anthropology, psychology and sociology disciplines in

learning about individual actions, learning capacities, perceptions and values while working in

groups1. The gathered information is then applied in studying how individuals and groups act

within the larger organization and analysis effects of the external environment on the

organization, its strategies, human resources, objectives, and mission. In effect, organizational

behavior draws its attention on how best to manage processes, individuals, organizations, and

groups.

In almost any organization, small to corporates, all have to tackle the concept of

organizational behavior. Having an informed contemplation of organizational behavior provides

those in the managerial positions with better understanding of the efforts in place for the

organization to achieve its goals2. Such information can also provide insights into how an

organization can make its processes more efficient and effective and thus allow the organization

to adapt to changing circumstances successfully. Previously, the leadership was focused on

providing direction and exercising control but the contemporary society has shifted these roles to

support and facilitation. Additionally, the management is now focused on effectively and

efficiently utilizing the organization’s intellectual capital that consists of the dedication of the

workforce, expertise, and knowledge3. Managing the organization’s intellectual capital is

1
Steven Stralser, Mba in a Day: What You Would Learn at Top-Tier Business Schools (if You Only Had the Time!)
(John Wiley & Sons, 2012), http://books.google.com/books?hl=en&lr=&id=vfn6ID1O6IkC&oi=fnd&pg=PT19&dq=
%22 %22+&ots=lz7SXze1g2&sig=zCB5juwiK2U1-zsfnqmJizH4PMw.
2
Ibid.
3
Ibid.
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paramount for achieving the best organizational performance, a key element in achieving

organizational goals.

To achieve organizational goals, managers take up the responsibility of defining goals,

motivating employees, organizing structures and monitoring the level of goal realization. As

such, the manager takes up interpersonal roles, decisional roles, and informational roles.

Interpersonal roles define how a manager relates with others, decisional roles outline methods in

which the manager gathers, processes and shares information while decisional roles describe

how the manager then uses the acquired information to make decisions4. This involves

identifying problems and opportunities and acting on them accordingly, handling conflicts,

allocating resources and negotiating. Effective management requires that a manager possesses

skills that ultimately enable them to translate knowledge into action.

Motivation is a crucial element driving an organization. It underlies most of the

employees’ actions, their efforts in accomplishing a task, and their resilience in accomplishing

the organizational goals. Adequate motivation translates to more effective and efficient

employees’ performance, ultimately shaping the organization’s behavior. Motivation is also

closely linked to job satisfaction and has a significant effect on the organization’s overall

performance. One classic theory that describes the motivation and its outcomes on overall

performance is the Maslow's Hierarchy of Needs. Others include Herzberg’s two-factor theory,

McGregor’s Theory X and Y, the Expectancy Theory, Equity Theory, and Reinforcement

Theory5. These theories describe how various factors affect the functioning of employees and

their ultimate effect on the organizational behavior.

4
Ibid.
5
Ibid.
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The organizational structure has in many studies been shown to ultimately shape the

organizational behavior. The structure dictates the division of work, managerial hierarchy,

departmentalization, and span of control. Some structures also facilitate bureaucratic behavior,

leading to brooding of bureaucratic personalities. There has also been shown that bureaucratic

organizational behavior, facilitated by the organizational structure, is carried forward, from one

generation to the other. In effect, understanding organizational behavior is a lengthy and intricate

process as an organizational behavior is an outcome of interactions of both human and structural

factor in an organization.

Q2. Principles to fostering more effective inter-organizational collaboration and effective

interagency operations

Bridging organizational cultures

From the lecture notes covered during the course, it is apparent that different

organizations have different organizational cultures. These cultures are unique to the

organization and have also been identified as barriers to interagency collaboration. Any agency

participating in an interagency collaboration venture brings its own culture overboard. It is then

important to address the varying organizational cultures to foster a cohesive working

relationship6. Addressing these differences will also aid in creating the necessary mutual trust for

enhanced and collaborative effort.

Written guidance and agreements

6
David Grambo, Barrett Smith, and Richard W. Kokko, “Insights,” accessed June 25, 2015,
http://teeitupclassic.com/wp-content/uploads/2014/09/IAJ-5-3Fall-2014-3-15.pdf.
 5

Agencies are often able to strengthen their dedication to working collaboratively when

they formally document their agreements. A collaborative effort requires that the participating

agencies come up with a precise and compelling rationale of working together. The existence of

such a commitment and rationale significantly assist the agencies to overcome most of the

challenges faced during operations7.

Participants

From the resources discussed in the module, it is apparent that including relevant

participants in a collaborative effort is paramount to the success of the collaboration. It is

evidently beneficial for participant in any collaborative effort to have full knowledge and

understanding of their agency’s relevant resources, the ability they have to commit these

resources to the collaboration, and the skills, abilities, and knowledge to contribute to the overall

performance and outcomes of the collaborative mission8.

Clarity of roles and responsibilities

Agencies should converge to clearly agree and define their respective responsibilities and

roles in the collaboration as well as the procedure and steps in arriving at decisions. The agencies

constituting an interagency collaboration should clarify which agency will do what, articulate

decision-making steps and organize both joint and individual efforts. Clarifying on roles and

responsibilities can be realized through a memorandum of understanding, laws, policies and

other requirements9. For instance, the efforts for enacting the Intelligence Reform and Terrorism

Prevention Act, a provision for the Director of National Intelligence was availed by the Congress

7
Ibid.
8
Ibid.
9
Ibid.
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for the DOIR to provide a mechanism that would facilitate rotation of personnel in the

Intelligence Community in other Intelligence community elements in the course of their career.

Leadership

Leadership models vary from identifying one person or agency to lead to allocating

shared leadership in a collaborative mechanism. For centralization of leadership and

accountability, one leader should be selected to lead the merge. Having multiple agencies or

individuals leading an interagency collaboration often presents ready challenges in any mission

or venture. Some argue against the approach of centralized leadership, asserting that each agency

should contribute equally to the venture10. However, this has a tendency of slowing processes

and can lead to confusing commands from multiple leaders.

Based on all the reviewed materials, it is clear that collaborative efforts are faced with

numerous challenges. However, it is not hard to mitigate these challenges as extensive study and

literature review has been conducted to identify key hindrances and facilitating factors of

interagency collaborations. Managers of these efforts have a unique responsibility of leading

these efforts to ensure effective and efficient execution of joint missions. As such, the manager

acts as a facilitator, providing a conducive environment for interagency collaboration. A manager

should be swift in identifying clashing objectives, commands or conflicts within the

collaboration and acting accordingly. The manager should also act proactively to minimize

factors that hinder a collaborative joint effort.

10
Ibid.
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References

Grambo, David, Barrett Smith, and Richard W. Kokko. “Insights.” Accessed June 25, 2015.

http://teeitupclassic.com/wp-content/uploads/2014/09/IAJ-5-3Fall-2014-3-15.pdf.
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Stralser, Steven. Mba in a Day: What You Would Learn at Top-Tier Business Schools (if You

Only Had the Time!). John Wiley & Sons, 2012. http://books.google.com/books?

hl=en&lr=&id=vfn6ID1O6IkC&oi=fnd&pg=PT19&dq=

%22%22+&ots=lz7SXze1g2&sig=zCB5juwiK2U1-zsfnqmJizH4PMw.