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Subject Administration Pages 2 Style APA


The work of Relationship Managers entails building, managing, and sustaining good rapport with clients to optimize their satisfaction, thus generating income. To effectively pursue this goal, the relationship manager has to understand the dynamics of organization behavior and how it impacts customer satisfaction. In chapter 1, Mullins (2013) argues that the organizational iceberg model details the key factors that influence organizational behavior. This model classifies organizational behavior into overt and covert (p. 9). A relationship manager who understands these interactions between these dynamics is better placed to positively influence the followers into becoming more productive (Aithal & Kumar, 2016). For example, a manager will understand that combining overt and covert factors will create a more committed team that helps achieve organizational goals.

Chapter 2 details approach to managing organization behavior. It discusses management theories namely, classical, human relations, systems, and contingency theories and highlights their impacts on employee behavior (Mullins, 2013; Buchanan & Huczynski, 2019). Relationship managers prefer applying the contingency theory. For example, this theory could be applied in solving emerging issues as it advocates for novel approaches to solving each problem as it arises.

Chapter 7 discusses the necessity of motivating individuals as a strategic approach to optimizing job satisfaction. This chapter educates relationship managers on the different models and theories for formulating effective motivation programs. Managers are required to customize their offer incentive systems to optimize job satisfaction and productivity (Mullins, 2013, p. 228). For instance, Maslow’s hierarchy of needs model emphasizes the need to understand the level of customer needs to design the most effective incentive program.

Chapter 8 presents a detailed insight on team work. It emphasizes the need for both informal and formal groups as it enhances cohesiveness and performance (Mullins, 2013, p. 273). Team work is important since enables employees to perform challenging tasks with ease. Chapter 9 affirms the need for good leadership. Relationship managers are required to embrace different leadership styles that enhance productivity of the organization. Some of the leadership styles include trait approach, servant leadership and contingency theory of leadership (Martin & Siebert, 2016). An example is when relationship managers use servant leadership to serve customers thus winning their trust and loyalty.




Aithal, P.S. and Kumar, P.M., 2016. Organizational behavior in 21st century–’Theory A’ for managing people for performance. IOSR Journal of Business and Management (IOSR-JBM), 18(7), pp.126-134.

Buchanan, D.A. and Huczynski, A.A., 2019. Organizational behavior. Pearson UK.

Martin, G. and Siebert, S., 2016. Managing people and organizations in changing contexts. Routledge.

Mullins, L.J., 2013. Management and organizational behavior. Saddle River: Pearson Press.


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