There are two fundamental concept of organizational behaviour, such as. The nature of people. The nature of organization The nature of people: There are six basic concepts about the nature of people;. Individual Difference. Perception. A Whole Person.
Motivated Behaviour. Desire For Involvement. Values of the Person. Individual Difference: Each and every person in the world is individual different. The idea of individual difference is supported by science. A person is different in millions of ways.
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Each person’s DNA profile is different. Originally, the idea of individual difference comes from psychology.
From the day of birth, each person is unique. So management can motivate employee by different ways. Management should consider carefully the law of individual difference. Perception: People look at the world and see things differently. Two people may view the same object in two different ways.
Employees see their work worlds differently for a variety of reasons. They may differ in their personalities needs, demographic factors (Age, Gander, Income, Marital status), past experience and so on. Management learns to guide their employees who have perceptual difference. A Whole Person: Some organization may wish that they could employ only a person’s skill or brain. They forget that they actually employ a whole person rather than certain characteristics. Skill doesn’t exist apart from background or knowledge. Home life is not totally separate from their work life.
Similarly emotional conditions aren’t separate from physical conditions. People work, as total human beings. Management needs to care about the whole person. Authority should recognize them inside and outside of firm. If the whole person can be improved, the organization will be benefited. Motivated behaviour: Motivation is essential to the operation of organization.
An organization with sophisticated technology and equipment can’t work if the human resources aren’t motivated and guided properly. So the authority should inspire or more motive the human resources by proving different kinds of facilities. Desire for Involvement: Today many employees are actively seeking opportunities at work to become involved in relevant decisions.
They want to make a contribution by their talents and ideas for the organization. So organization needs to provide opportunities for their meaningful improvement.
Value of the person: People deserve to be treated differently from other factors of productions (Land, Capital, and Technology). They want to be treated with caring, respect and dignity. They refuse to accept the old idea that they are simply economic tools. They want to be valued for their skills and abilities. Organization should provide opportunities to the workers to develop themselves. The nature of organization There are three key concepts about the nature of the organization. They are.
Social system. Mutual system.
Ethics. Social System: Organizations are social system. People have psychological needs; they also have social roles and status. Their behaviour is influenced by their groups as well as by their individual drives. Two types of social systems exist in organizations.
One is formal or official and other is informal social system. All parts of the social system are inter-depended and each part is subject to influence by other. Everything is related to everything else.
The idea of social system provides a frame work for analyzing organizational behaviour issues. It helps make organizational behaviour problems understand able and manageable. Mutual System: Organizations need people and people need organizations. Organizations have a human purpose. They are formed and maintained on the basic of some mutuality of interest among their participant’s managers need employees to help them reach organizational objectives.
Mutual interest provides a supportive goal that can be attained on attained only through the integrated efforts. Ethics: In order to attract and retain valuable or experienced employees ethical treatment is necessary. This is very important that organization must ensure a higher standard of ethical performance by managers and employees. Companies have established codes of ethics, statements of ethical values, provided ethics training, rewarded employees for notable ethical behaviour and so on.
Contents. Overview recognized that individuals behave differently when acting in their organizational role than when acting separately from the organization. Organizational behavior researchers study the behavior of individuals primarily in their organizational roles. One of the main goals of organizational behavior is 'to revitalize organizational theory and develop a better conceptualization of organizational life'. Relation to industrial and organizational psychology Miner (2006) mentioned that 'there is a certain arbitrariness' in identifying a 'point at which organizational behavior became established as a distinct discipline' (p. 56), suggesting that it could have emerged in the 1940s or 1950s.
He also underlined the fact that the industrial psychology division of the American Psychological Association did not add 'organizational' to its name until 1970, 'long after organizational behavior had clearly come into existence' (p. 56), noting that a similar situation arose in sociology. Although there are similarities and differences between the two disciplines, there is still confusion around differentiating organizational behavior and organizational psychology. History As a multi-disciplinary, organizational behavior has been influenced by developments in a number of related disciplines including:,. The is a period from the 1760s where new technologies resulted in the adoption of new manufacturing techniques and increased mechanization. In his famous metaphor, raised concerns over the reduction in religious and vocational work experiences.
Weber claimed that the Industrial Revolution's focus on efficiency constrained the worker to a kind of 'prison' and 'stripped a worker of their individuality'. The significant social and cultural changes caused by the Industrial Revolution also gave rise to new forms of organization. Weber analyzed one of these organizations and came to the conclusion that bureaucracy was 'an organization that rested on principles and maximized technical efficiency.' A number of OB practitioners documented their ideas about management and organisation.
The best known theories today originate from,. All three of them drew from their experience to develop a model of effective organizational management, and each of their theories independently shared a focus on human behavior and motivation. One of the first, was a 19th-century engineer who applied an approach known as the. Taylor advocated for maximizing task efficiency through the scientific method. The scientific method was further refined by and, who utilized to further improve worker efficiency.
In the early 20th century the idea of emerged. Named after automobile mogul, the method relied on the standardization of production through the use of assembly lines. This allowed unskilled workers to produce complex products efficiently. Sorenson later clarified that Fordism developed independently of Taylor.
Fordism can be explained as the application of bureaucratic and scientific management principles to whole manufacturing process. The success of the scientific method and Fordism resulted in the widespread adoption of these methods. In the 1920s, the factory commissioned the first of what was to become known as the.
These studies initially adhered to the traditional scientific method, but also investigated whether workers would be more productive with higher or lower lighting levels. The results showed that regardless of lighting levels, when workers were being studied, productivity increased, but when the studies ended, worker productivity would return to normal.
In following experiments, concluded that and the so-called was strongly correlated to social relationships and job content. Following the Hawthorne Studies became a focal point in the OB community.
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A range of theories emerged in the 1950s and 1960s and include theories from notable OB researchers such as:,. These theories underline employee motivation,. 's introduced a number of important OB concepts, most notably decision-making. Simon, along with, argued that people make decisions differently inside an organization when compared to their decisions outside of an organization. While classical economic theories assume that people are rational decision-makers, Simon argued a contrary point.
He argued that cognition is limited because of For example, decision-makers often employ, the process of utilizing the first marginally acceptable solution rather than the most optimal solution. Simon was awarded the for his work on organizational decision-making. In the 1960s and 1970s, the field started to become more.
This gave rise to,. Starting in the 1980s, cultural explanations of organizations and organizational change became areas of study, in concert with fields such as,. Current state of the field Research in and the teaching of OB primarily takes place in university departments in colleges of business. Sometimes OB topics are taught in graduate programs.
This section does not any. Unsourced material may be challenged. ( June 2014) There have been additional developments in OB research and practice.
Has become increasingly influential, and led to the idea that one can understand firms as communities, by introducing concepts such as, organizational rituals, and symbolic acts. Have also become part of OB, although a single unifying theory remains elusive. OB researchers have shown increased interest in ethics and its importance in an organization. Some OB researchers have become interested in the aesthetic sphere of organizations.
Research methods used A variety of methods are used in organizational behavior, many of which are found in other social sciences. Quantitative methods. Main article: Qualitative research consists of a number of methods of inquiry that generally do not involve the quantification of variables. Qualitative methods can range from the of interviews or written material to written narratives of observations. Common methods include, historical methods, and interviews.
Topics Consulting Consultants use principles developed in OB research to assess clients' organizational problems and provide high quality services. Counterproductive work behavior. Main article: Many OB researchers embrace the. Decision-making research often focuses on how decisions are ordinarily made (normative decision-making), how thinkers arrive at a particular judgement (descriptive decision-making), and how to improve this decision-making (prescriptive decision-making). Employee mistreatment There are several types of mistreatment that employees endure in organizations including: Abusive supervision, bullying, incivility, and sexual harassment. Abusive supervision. Main article: Job-related attitudes and emotions Organizational behavior deals with employee attitudes and feelings, including,.
Job satisfaction reflects the feelings an employee has about his or her job or facets of the job, such as pay or supervision. Organizational commitment represents the extent to which employees feel attached to their organization. Job involvement is the extent to which an individual identifies with their job and considers it a material component of their self-worth. Emotional labor concerns the requirement that an employee display certain emotions, such smiling at customers, even when the employee does not feel the emotion he or she is required to display.
Leadership. Main article: There have been a number of theories that concern leadership.
Early theories focused on characteristics of leaders, while later theories focused on leader behavior, and conditions under which leaders can be effective. Among these approaches are, the model,. Contingency theory indicates that good leadership depends on characteristics of the leader and the situation. The Ohio State Leadership Studies identified dimensions of leadership known as consideration (showing concern and respect for subordinates) and initiating structure (assigning tasks and setting performance goals).
LMX theory focuses on exchange relationships between individual supervisor-subordinate pairs. Path-goal theory is a contingency theory linking appropriate leader style to organizational conditions and subordinate personality. Transformational leadership theory concerns the behaviors leaders engage in that inspire high levels of motivation and performance in followers. The idea of is part of transformational leadership theory.
In behavioural modification, the leader's reward power (ability to give or withhold reward and punishment) is the focus and the importance of giving contingent (vs non-contingent) rewards is emphasized. Managerial roles. Main article: In the late 1960s, a graduate student at MIT, carefully studied the activities of five executives. On the basis of his observations, Mintzberg arrived at three categories that subsume managerial roles: interpersonal roles, decisional roles, and informational roles.
Motivation Baron and Greenberg (2008) wrote that motivation involves 'the set of processes that arouse, direct, and maintain human behavior toward attaining some goal.' There are several different theories of motivation relevant to OB, including, theory, 's,. National culture National culture is thought to affect the behavior of individuals in organizations. This idea is exemplified. Hofstede surveyed a large number of cultures and identified six dimensions of national cultures that influence the behavior of individuals in organizations. These dimensions include power distance, individualism vs.
Collectivism, uncertainty avoidance, masculinity vs. Femininity, long-term orientation vs. Short term orientation, and indulgence vs. Organizational citizenship behavior. Main article: Organizational culture reflects the values and behaviors that are commonly observed in an organization. Investigators who pursue this line of research assume that organizations can be characterized by cultural dimensions such as beliefs, values, rituals, symbols, and so forth. Researchers have developed models for understanding an organization's culture or developed typologies of organizational culture.
Developed a model for understanding organizational culture. He identified three levels of organizational culture: (a) artifacts and behaviors, (b) espoused values, and (c) shared basic assumptions. Specific cultures have been related to organizational performance and effectiveness. Personality. Main article: argued that bureaucracy involved the application of authority to the organization of work, making bureaucracy the most technically efficient form of organization.
Weber enumerated a number of principles of bureaucratic organization including: a formal organizational hierarchy, management by rules, organization by functional specialty, selecting people based on their skills and technical qualifications, an 'up-focused' (to organization's board or shareholders) or 'in-focused' (to the organization itself) mission, and a purposefully impersonal environment (e.g., applying the same rules and structures to all members of the organization). These rules reflect Weberian 'ideal types,' and how they are enacted in organizations varies according to local conditions. Extended Weber's work, arguing that all organizations can be understood in terms of bureaucracy and that organizational failures are more often a result of insufficient application of bureaucratic principles.
Economic theories of organization At least three theories are relevant here,. Theories pertaining to organizational structures Theories pertaining to organizational structures and dynamics include, and 's. Institutional theory. Main article: The systems framework is also fundamental to organizational theory. Are complex, goal-oriented entities., an early thinker in the field, developed his, a theory widely considered a precursor of 's. One of the aims of general systems theory was to model human organizations., a social psychologist, was influential in developing a systems perspective with regard to organizations.
He coined the term 'systems of ideology,' partly based on his frustration with behaviorist psychology, which he believed to be an obstacle to sustainable work in psychology., a sociologist, developed a sociological systems theory. Organizational ecology.