Blog explanation:
As managers across the united states and the world transition to virtual work settings, challenges regarding proper implementation of organizational behavioral skills are forcing quick adaptation to maintain efficiency and effectiveness in the work environment. In light of the COVID-19 pandemic, today’s managers are being forced to shift most business operations to an online setting which presents problems managing employee productivity and satisfaction. This blog is dedicated to exploring possible strategies that managers can implement in order to develop and sharpen their OB skills with the hopes of maximizing productivity within their company.
Restubog, S., Ocampo, A., & Wang, L. (2020, June). Taking control amidst the chaos: Emotion regulation during the COVID-19 pandemic.
This article focuses on the challenges of the behavioral aspect of the current pandemic, COVID-19. Most of the research during a time of unknown chaos is fairly new to the world and research is constantly coming out for everyone to evaluate and understand. For this commentary, the authors were able to draw from existing organization behavior research to relate to the inconveniences and problems that are currently arising to the forefront of the heads of company and managers. They took these problems and broke them down into three categories; inter-relating challenges from the past to the present, drawing from other careers and psychological research to find successful strategies to effectively recover from these challenges, and giving suggestions on how to change the present for the future maintenance of emotional regulation. This commentary and specific breakdown of points is influential for our own research because we have to look to the past to understand how to handle the future which is exactly what the authors did throughout the whole article. Many ideas and resolutions were pointed out in this article that are possible solutions to many of the problems that we are trying to answer today.
Cho, E. (2020, June). Examining boundaries to understand the impact of COVID-19 on vocational behaviors. Retrieved October 22, 2020, from https://www.ncbi.nlm.nih.gov/pmc/articles/PMCC7205716/
Eunae Cho’s article envelopes the upheaval of vocational behaviors while at the workplace, putting increased stress on boundaries in the workplace, all due to the COVID-19 pandemic. Cho calls for further research to be done, elaborating on the substantial importance of boundary structures in the workplace and that the lack of research currently being done. The pandemic is blurring micro-boundaries by reshaping every day-to-day work schedules, and reshaping macro-boundaries by limiting transnational business and removing potential international recruitment. Cho continues further by investigating the organizational and institutional resources available to help individuals that are struggling with these issues, questioning if current supervisory behaviors are applicable and effective enough to assist employees through these difficult times. It is imperative for businesses to internally take drastic measures in hopes of improving organizational behavior , but Cho challenges the effect of removing “non-essential” jobs from the workforce, and the long term effect this might have on employees. This article is particularly influential for our research moving forward, implying the need for timely COVID-19 related vocational and organizational behavior research being conducted and how it affects employee outlook on their work-life balance. In conclusion, Eunae Cho points out several holes in current research being done on the subject, relaying the importance of timely research to produce the most effective results moving forward.
Fincham, R. (1999). The Consultant-Client Relationship: Critical Perspectives on the Management of Organizational Change. Journal of Management Studies
The relationship between consultant and client within an industry is profoundly important in any economic climate. Consultants must have quality relationships and upstanding reputations with their clientele, both in stable, as well and unstable economies. The Covid-19 pandemic has affected all industries and creates new challenges that none are experienced in overcoming. A key part of business is maintaining relationships with your clients to keep the happy and to keep business profitable. In these uncertain times, it is more crucial than ever to sustain trust and security between a business and its clients. This article outlines the importance of maintaining a healthy consultant-client relationship, as well as helpful and reliable organizational and management strategies on how to do so.
- (2020). COVID-19 Maintaining customer loyalty and trust during times of uncertainty. PDF.
The information contained in Deloitte’s report on the best actions to take in order to maintain beneficial client relationships sheds light on what might be the best strategies for adjusting to the environment created by COVID-19. The descriptions of how to handle brand development, internal team management, and effective employee/client communications is vital in understanding and adapting to the niche situations that COVID-19 has created for businesses around the country. The article ties into our topic on how businesses can prepare for the future that is being constantly shaped by COVID.
Diebner, R., Silliman, E., Ungerman, K., & Vancauwenberghe, M. (2020, May 07). Adapting customer experience in the time of coronavirus. Retrieved October 23, 2020, from https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/adapting-customer-experience-in-the-time-of-coronavirus
Rachel Diebner, Elizabeth Silliman, Keller Ungerman, and Maxence Vancauwenberghe present an insightful article into the prolonged effects of the Coronavirus crisis and the increased stress induced on internal organization, business behavior, customer trust, and loyalty, as thousands of businesses shift their customer experiences to a virtual format. They continue further by stressing the importance of methodical organization from customer experience (CX) leaders within growing firms moving forward into 2021, as they stand at the forefront of rapidly changing consumer behavior results due to the COVID-19 pandemic. The article continues by highlighting several points of importance; the first focusing on business fundamentals, care and connection. Secondly, meeting current customers where they are today. Thirdly, reimagining a business world post-COVID-19, and how business behavior structures will change moving forward. Lastly, the importance of rapid and innovative research consistently applied to bettering the firm. In conclusion, this article will guide us in understanding how businesses are moving their internal behavior towards a more user friendly environment for everyone.
Christopher Gerber
Emillie Thee
Gustav Grutzik
Jaydon Tryon
Nick Vipond