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Organizational Behavior in Mining Sectors of US

1. Introduction

This study will have deep discussion about the behavior of organizations in mining sectors of US. According to Wagner and Hollenbeck (2014), mining sectors is the most crucial one in US. And also the mining sectors of US have all level of employees so the organizational behavior is different in such sectors.

1.1 Aims of the research study

The primary aim of this report is to analyze the organizational behavior in mining sectors of US. It also aims to study the effectiveness of such behavior on the mining sectors of US.

1.2 Objective of the research study

The main objectives of the research follow as:

  • To study the influence of organizational behavior on mining sector of US.
  • To scrutinize the organizational behavior and its effect on individual employees.
  • To elaborate the level of involvement of organizational behavior in mining sector – its performance and activities.
  • To study the various organizational behavior strategies being adopted by mining sector of US.

1.3 Hypothesis

H1:- Mining sector of US follow the strategies and theories of organizational behavior.

H0:- Mining sector of US do not follow the strategies and theories of organizational behavior.

2. Literature review 

2.1 Introduction

According to Dashwood (2014), organization behavior varies with the variations in the individual employee’s behavior. And the organizational actions and awareness affects individual’s behavior while this study behavior further tailor the organizational behavior. In this context, Cuiet al. (2013) stated that there are two major organizational behavior followed by US mining sectors and these two varieties are – informal organizational behavior and formal organizational behavior. As per the statements of Haufler (2013), profitability and performance of mining sector depends of number of factors and these factors could be relationship of employees with the manager and other working bodies and relationship among the employees.

2.2 Organizational Behavior importance in US mining sector and different types of organizational behavior

Rauffletet al. (2014) said that the profitability and productivity of mining sector depends on organizational behavior. However, the mining sector possesses different definitions for organizational behavior than other industries. The conditions in mining sectors are somewhere different from other sectors as the work in mining sector is underground which further makes variations in the thoughts or viewpoints of the workers or the employees. The primary goal of managers of mining industry is to attract large number of employees [Pinder (2014)]. And they are also providing good health safety not only to their employees but also the family members of the employees. Under the category of this discussion, Dashwood (2014) stated that the working style of each individual or employee in the mining sector of US depends on the organizational behavior. Since there are two types of organizational behavior – formal and informal, the formal organizational behavior consists of set of rules and laws that are to be followed by the employees of mining sector. These rules and regulations help them to increase their performance in the mining sector. The informal organizational behavior involves relationship among the employees working in the mining sector. Thus, mining sectors follows organizational behavior which further involves psychology, social psychology, and Sociology.  This helps the employees to work in a environment the prefers the profitability of organization.

2.3 Summary

In this chapter, there is a discussion about the organizational behavior in mining sector and the different types of organizational behavior that regulates the performances of employees within the organization.

3. Research Methodology

3.1 Introduction

In this section, the researcher has described about the research methodology and the data collection method. Since there are different types of data collection method, the researcher has used those methods to analyze the report.

3.2 Research Method

According to Dashwood (2014), research methods and approaches provides a path to the researcher for completing the research. The research methodology used in this research is secondary research method. And the data was collected from internet and other online sources.

3.3 Data collection methods

Data has been collected for this report via two methods – primary data collection method and secondary data collection method. The primary data is collected from the employees of the US mining sector while the secondary data is collected from online sources, websites, research papers etc.

3.4 Limitations

Time and limited material on the Internet were the two major limitations that hindered the researcher to complete the research.

3.5 Summary

The research is completed with the use of different data collected methods and the research methods. The report is about analysis of organizational behavior in mining sector where it has been concluded that organizational behavior helps managers to know the behavior and attitude of employees working under them.

References 

Wagner III, J. A., and Hollenbeck, J. R. (2014).Organizational behavior: Securing competitive advantage. Routledge.

Pinder, C. C. (2014). Work motivation in organizational behavior. Psychology Press.

Dashwood, H. S. (2014). Sustainable Development and Industry Self-Regulation Developments in the Global Mining Sector.Business and Society, 53(4), 551-582.

Haufler, V. (2013).A public role for the private sector: Industry self-regulation in a global economy. Carnegie Endowment.

Cui, L., Fan, D., Fu, G., and Zhu, C. J. (2013).An integrative model of organizational safety behavior.Journal of safety research, 45, 37-46.

Raufflet, E., Cruz, L. B., andBres, L. (2014). An assessment of corporate social responsibility practices in the mining and oil and gas industries. Journal of Cleaner production, 84, 256-270.

Marquis, C., and Lee, M. (2013). Who is governing whom? Executives, governance, and the structure of generosity in large US firms.Strategic Management Journal, 34(4), 483-497.

 

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