Organizations often rely on their human resource to implement set goals. The exploitation of the human resource capacity will always remain an important driver in implementing normal duties, purposes and goals of organizations. As such, the behavior of employees will always remain an important element of interest to organizations. The control, regulation, monitoring and enhancement of desired behavior in workers are therefore an important area of interest to organizations.
So as to stimulate specific goals and achieve optimal performance from workers, it is useful to explore ways of stimulating fruitful behaviors from workers. Often, drastic changes in the behavior of workers may be required in an organization so as to achieve shifting goals. An example of such an instance may occur during rebranding, change in marketing, or a need to increase output. Such instances may call for a corresponding change in the behavior of employees. In this paper, I have explored several ways in which organizational behavior can be applied so as to develop specific and desirable behaviors from employees. Here, I have explored and analyzed several academic literatures that have focused on this particular area (organizational behavior) of interest.
One of the issues that have been of interest to researchers in the area of organizational behavior is the issue of cultural intelligence. Here (so as to understand how diverse cultures at the workplace can be used for the benefit of increasing the output of workers) the characteristics of diverse cultures and values in the composition of workers are studied (Kevin, 2011). It is expected that in a few years to come, most of the employees in the United States will consist of current minorities. In the next four decades, African Americans and Hispanics alone are expected to form more than half of the employees in the US (Kevin, 2011). In fact, by 2050, Hispanics, blacks, and Asians will compose half of the American population (Kevin, 2011). With a view of enhancing, and maintaining high productivity in organizations, it is therefore useful to study how such a change in the composition of employees may affect the output of employees. In such a study, a demand for leaders with ability to unify and direct units with a diverse cultural composition is seen. Such leaders will be able to direct, motivate, and lead groups of employees from different ethnic groups, and with diverse values. Leaders that have the skills I have described above can be described as culturally intelligent. A culturally intelligent individual is one that has a capacity to operate optimally in an environment that is composed of multiple cultures. Three is a need for a culturally intelligent person to be aware of multiple perspectives on issues, which can originate from different cultural backgrounds. With such knowledge, one can revise and adjust his perspectives so as to amalgamate, and work with individuals from diverse cultures (Kevin, 2011).