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Question: Discuss About The Presentation Existing Behavior Different? Answer: Introducation Organisational behaviour is a presentation of existing behaviour of the different group that are a part of it through different form of designations. It is highly influenced by the different cultures that exist within it. Irrespective of the organisational cultures be, it is very important to have ideal leaders in organisation. Such leaders take multiple attempts to rectify the behavioural issues if there is any (Thomson and Van Niekerk 2012). Organisational behaviour has witnessed alteration in it with the passage of time. Such alteration can be accounted to numerous facts such as the external business environment where the business operates, participating groups at the workplace and the internal business environment of a specific business. Alteration is uncontrollable largely because of some influencing factors such as the generational, gender and the cultural differences at the workplace. These differences have influenced the behaviour largely (Tatli and zbilgin 2012). The main pu rpose of this assignment is to critically analyse the current form of organisational behaviour. Theories of organisation behaviour may be applied according to the situation that exists. Various organisational theories are there such as the behavioural theories. Behavioural theories guide the implementation of different leadership approach with respect to different circumstances (Gavetti 2012). For example, scientific leadership is best suited to a behaviour, which is performance oriented. It follows basic organisational rules such as recruiting the professionals, grooming the hired professionals by training them and finally putting them to a particular project to yield the maximum success (Day and Antonakis 2012). Decision oriented approach is another leadership style that governs the importance of goal attainment. Such form of organisational behaviour theory is applicable with such leadership that prefers goal oriented behaviour to useless behaviour (McCleskey 2014). All the cited leadership theories have specifically established the nature of behavioural theory. Moreover, the depicted examples have also proved the circumstances under which the behavioural theory is applicable. The advent of globalisation has enhanced the participation of people with different cultures at the same place. Such integration has produced many benefits to the organisation. This has provided a diverse range of options to the organisations using that they could explore a wide range of opportunities for them. However, such integration has produced a challenging situation to many organisations across the globe (Standifer et al. 2013). Cultural conflict is one of those challenges, which is a potential threat for the organisational success. Different people with different cultures have their own way of doing works. Some like to be casual on works while others are high professionals. This is just because of the cultural differences that exist in between them. Such conflicts are threatening for the operational performance. People with clashing nature do not come to common terms. They rather hide their feelings and keep on hating from the insights. It gives birth to communication gap, wh ich is itself a curse to the organisational curse. It is so because talents are not limited to one dimension area; it is rather expanded up to a multi dimensional area (Vaara et al. 2012). Generational difference is perhaps the biggest challenge that organisations have today. The contemporary workplace is witnessing an incrementing participation of Millennials. Millennials are in large numbers in different private firms. In the public sector also, there participation is getting increased. In fact, the future workplace is expected to be dominated by the presence of Millennials. Millennials have different approach for their roles responsibilities than the other generations such as Boomers and Baby Boomers. They have less passion for hard works; however, they have high desires for work-life balance, cooperative working environment, cooperative supervisors and technology (Deyoe and Fox 2012). Three major challenges of the contemporary workplace are cultural, ethical and social concerns of the managers. Culturally, the contemporary mangers have been challenged. They have identified few steps such as training and development program to groom employees to help them become professional. However, this would not alone change the entire scenario. It also needs to adopt the few leadership styles such as transformative as well as transactional. However, this is not universally practiced, as it is evident from some Chinese firms. Managers are authoritative in China. Such leadership is not feasible with the Millennials. They would develop a rebellion into them against such leadership styles (Caligiuri and Tarique 2012). Contemporary managers have also been challenged for ethical violations at workplace. Modern era employees have less viability to ethical policies. It is unfriendly and unsocial according to them. They step into rebellion mood once they are encouraged for any rectific ation. Managers are helpless against such circumstances. They try to address few issues; however, fail to capitalise the entire aspect. One of such ethical violations can be the use of social sites while during the work. There sectors that does not allow the use of social sites while during the work. However, few employees do not feel shy in breaking the ethicality. Moreover, Millennials have a high bonding with the social sites (Reamer 2013). Millennials are social, which they also search at the workplace. They have desires for friendly working environment; however, it is difficult to many organisations to have such working environment. Different mangers have different way of looking into the works perspectives. This is where conflict arises. Employees are filled up with rebel thoughts while working under such managerial leadership that has least bothering for the friendly working environment. Additionally, mangers are often found ignorant in such scenarios. Rate of attrition is hi gh in such organisations; however, the managers are not able to trace the exact reason behind such loss. They do not even have desires to bring such change because they want to stick with their style of leadership (Laschinger, Wong and Grau 2012). According to Linstead, Marchal and Griffin (2014), the current organisational behaviour was supposed to present the one of the leadership styles; however, it has failed in admiring the followers through one its leadership styles. The Authors have argued the fact by stating that the modern day organisations have more become a place to show aggression, conduct violence, spreading discrimination and much more like this. Organisational fundamentals have high impacts on its operational success; however, such fundamentals have been pitted against the personal desire and supremacy. Mannix, Wilkes and Daly (2013) have argued such thoughts and destroyed any such thoughts. They have given examples of clinical leadership in contemporary nursing. According to the authors, leaders have importance in influencing the behaviour of employees at the workplace. They can guide employees to a strategy, which has potentials in it to produce the rectification of evil thoughts in them. Authors have agreed t o the facts that contemporary workplace is much challenging to the leaders. However, they have rejected any such views that leaders have no such art in them. Leaders according to them can influence the contemporary employees with their sheer experience and skills. Moreover, leadership according to the authors is an important asset for organisations that takes brave attempts to rectify the wrongness in employees at the workplace. As opined by Allen and Rogelberg (2013), workgroup meetings can prove to be a strong weapon for the mangers. It gives employees an opportunity to give some feedbacks. Such feedbacks get significant reception from the mangers. According to the authors, it affects the psychology of employees as they are allowed to say something. Freedom to express the feelings can be a vital factor in keeping the employees engaged with their roles and responsibilities. However, authors have also not denied that if workgroup meeting is not handled properly or frequently by the managers, it would simply derail employees and their commitment. Authors in other words have accepted the importance of managers role in disciplining the organisational behaviour. In the view of Beadle (2013), managers role are controversial. The author has doubted the contribution of managers by stating a fact that often managers take pride themselves. They are target oriented but they are happy with their reputation. Such manage rs are least bothered for organisational behaviour. Such managers might achieve the target but they would not be able to influence the organisational behaviour. A short discussion on the effect of mangers in the contemporary workplace has helped to conclude that the managerial role is largely controversial with very few exceptions. Managers can influence the behaviour of their followers with the suitable leadership style. However, their roles are bit confusing. They are aligned with the organisational objective but they have very less passion for the fundamentals such as organisational behaviour. The short essay has identified that some managers are very cooperative while some are highly professional and non-cooperative. Such negligence is one of the reasons behind incrementing attrition in organisations. Many managers lack in strategy making. They neither conduct nor do they give high importance to the workgroup meeting. Contemporary managers are now target oriented. They are now biased and have attachments with those employees that contribute significantly in the operational success. The organisational fundamentals are lost majorly with ve ry exceptions of it in selected organisations such as Walmart and Coca-Cola. The conflicting workplace and the incrementing attrition of employees do only represent a losing plot for the managers. References Allen, J.A. and Rogelberg, S.G., 2013. Manager-led group meetings: A context for promoting employee engagement.Group Organization Management,38(5), pp.543-569. Beadle, R., 2013. 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