According to Robbins, S. P. (2009), Organizational behavior is not an organizational function or area. Instead, it is best described as a perspective or set of tools that all managers can use to carry out their jobs more effectively. Typical managerial activities in this area include motivating employees to work harder, ensuring that their jobs are properly designed; rewarding, recognizing, training, mentoring, coaching, evaluating their performance, resolving conflicts, and helping them set and achieve goals in line with the strategic objectives of the company. 

1.      Team work

John Adair’s team work

The core of all successful organizations is the success with which people work together. Individuals have differing characteristics and personalities, and the manner in which they interact is the key to meeting organizational objectives. This is the case for all organizations, but particularly so in IT industry, which is distinctly different from other industries. IT industry is complex and highly differentiated, with a wide range of specialists with disparate professional skills working in a highly integrated way to deliver projects successfully. Understanding how the people involved in IT project development perform and work together with one aim while considering their individual development is necessary for projects to have successful outcomes.

Organizational behavior is an established field in mainstream management literature but general treatments cannot reflect the specific issues and habit of the IT industry and the people who inhabit it. Organizational behavior in IT addresses the behavior of individuals and groups within the different hierarchies which come together on IT projects and within the organizations created to manage projects. It describes how their behavior impacts on the performance of IT organizations in line with Maslow’s Hierarchy of Needs and Alderfer’s ERG Theory.

2.      Leadership

Stogdill, Ralph M., and Bernard M. Bass (1974) explain that leadership aims to speed up development of the technologies and innovations have strengthen businesses.  Within the IT industry it helps organizations innovative to grow into world-leading companies.

It consists of several features as following:

·         According to the Behavioral Theory, leadership enabled IT technologies to provide dedicated support for research, development and demonstration and, where appropriate, for standardization and certification, on information and communications technology. Stress will be placed on interactions and meeting across and between the different technologies and their relations to community challenges.

·         Access to risk in finance will aim to overcome shortages in the availability of debt and equity finance for research and development and innovation-driven through the IT industry and projects at all stages of development. At ABC, leadership has supported to the development of union-level business enterprise capital. ABC Senior Management is targeting to innovative enterprise tailored support with the potential to grow and internationalize across the single market and beyond.

·         The final goal is to be making more attractive location to invest in research and innovation by promoting activities where businesses set their agenda. It will provide major investment in key industrial technologies, maximize the growth potential of IT industries by providing them with sufficient levels of finance and help innovative to grow into world-leading IT industry.

3.      Motivation

Maslow in his Hierarchy of Needs Theory perceives motivation as a driving force, which drives human beings towards some activity development, and in the process certain human needs are satisfied. The achievements of human needs, and psychological to a large extent depend on certain internal and external factors. According to Alderfer's ERG theory; the internal factors are job satisfaction, recognition, praise, accomplishment, etc, and external factors are salary, working conditions, in the IT industry, etc. The combination of such internal and external factors keeps the human beings to continue with the work assigned to employees. When the IT employees are motivated properly by an appropriate combination of internal and external motivators, then one finds the morale of them on a high stand and they exhibit enthusiasm at work place.

 

As Herzberg’s Two Factor theory proves; the employees working at a lower level are motivated more in terms of financial benefits and the employees working at a higher level, hailing from rich families, are motivated by recognition to their work. The responsibility lies with the project managers in the industry to provide appropriate motivating factors to each level of employees and at the same time develop a hospitable impression where an employee can identify with the IT industry. 

4.      Attitudes

ABC has increased growth in the global service sector. Because of that, many IT industries are aggressively promoting the development. Therefore, IT industries are booming fast, which makes the project management is becoming more and more important. The key factor of customer satisfaction is service quality of employee in ABC.

 

Governed by the theory of Affective Event Theory; the service quality which is considered to be a more increasing efficient competition in the ABC, as positive quality affects customer satisfaction, stimulates their intention to return and their behavior regarding the recommendation of IT industries; is governed by the affect driven behavior of staff . Particularly, the key factor to the success of the ABC has been changing focus the facilities to quality of service, in which IT employees play important roles in customer’s satisfaction and emotions. For IT operation, manpower is significantly important. Human capital assets, including employee’s knowledge, skills, and service attitude are essential for enhancing competitive advantages in the ABC.

5.      Job satisfaction

It is well known that happy workers are assets of the IT organization. Expectation theory of Vroom explains that the staff are more likely to improve themselves through self-enhancement. It is clear to see why increased self-awareness is an important is an important factor in an employee’s work happiness. Job satisfaction describes how content an individual is with employee’s job. The happier people are within their job, the more satisfied they are said to be. IT sector has emerged only recently in the world market and it has assumed center stage both in the society and the world. The flourishing Sri Lankan economy has helped the IT sector to maintain its competitiveness in the global market.

Job satisfaction can simply be defined as the feelings people have about their jobs. Job satisfaction is important not just because it boosts work performance but also because it increases the quality of employee’s life. The most common technique for measurement of job satisfaction is the use of rating scales where employees report their thoughts and reactions to their jobs. A workforce with high job satisfaction leads to an improvement in work quality and productivity, and leads to satisfied loyal customers. In the ABC environment is quite friendly leading to motivation of employees with the result the productivity is increased and this indicates the level of their job satisfaction.

6.      Communication 

The term organizational communication is that are deal¬ing with two phenomena organization and communication. Placed in a dynamic relationship with each other in the IT industry, the level of complex¬ity increases greatly. Organizational communication is widely regarded as the founder of the field of organizational communication provides useful starting point for defin¬ing organization. Under organizational communication is exhibiting the following four essential features.

• Interdependence
•  Differentiation of tasks and functions
• Goal orientation
• Control

Generally ABC have regular meetings to review the progress of their projects. They also have meetings with the client where key personnel from the client company and the vendor company meet to discuss and communicate the progress of projects. Team members are required to maintain a detailed record of the tasks completed by them and the time taken. This record is studied by the team leader and poor performers are replaced, if the need arises.

7.      Co-operation

In line with Nesan, L. J., Holt, G.D. (2002) theory, Co-operation in the IT industries are an indication for the increasingly productivity based economy in Sri Lanka. Company tries to solve problems and the strong emphases placed on innovations, the co-operation act as a driver of innovation for other sectors as well and contribute to making the economy as a whole more competitive. In the IT industry both the design and management processes differ significantly from the stylized models usually promoted in their business. To the complexity that is normal business in IT industry projects add the uncertainty associated with the changing creative development.

Making sense of this co-operation that use knowledge keeps up and at the level of the firm, is particularly discouraging because IT industries behave differently in different international contexts. The problem is further complicated by the collaborative nature of projects, and also specialization and the need to communicate with and between experts increase both costs and uncertainties. Virtusa propose similarities between developments in the field of sustainability and developments in the IT field with having the advantage of being further down the evolutionary line. Virtusa has strong dimensions of formal rules and socio-economic behaviors. Such complexity, they require a number of views to make sense of how knowledge is used in IT industries.

8.      Group dynamics

To compete in today’s fast moving marketplace, IT industries need to be agile, which able to execute strategy faster, with more flexibility and adaptability, and to move their companies ahead more agilely. They need to respond quickly to short term urgencies, while also anticipating and accommodating long term trends.

To IT competitors, most IT industries need to manage change with precision and more predictable results, and at a pace that is faster and more effective than their peers. Traditional change management activities following Tukman’s theory involves training and communication are not sufficient to help IT industries develop the ongoing group dynamics capabilities they need.

To succeed and remain agile in today’s business environment, IT industries must manage a broad set of management, leadership, culture and group dynamics components. They must both manage specific journeys of change while simultaneously building the ongoing ability to manage continuous change and group dynamics knowing that progress will now be measured based on the business results achieved. A number of attributes distinguish a successful change management development as follows.

• Group dynamics development is people-focused. It cannot achieve business change objectives without altering the way people work and behave.
• Group dynamics development uses each business is a system, and also they need to understand the enablers and barriers of that unique system to effect change.
• Group dynamics development uses both formal and informal levers. Opportunities for employees to shape the change through informal and peer-to-peer networks add significant value to a balanced and integrated change effort. At the same time, it is necessary to drive change through formal organizational enablers like recruitment, reward, and performance management processes.