Organizational Behaviour

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Organizational Behaviour

“Organizational Behaviour (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations.”(www.nwlink.com) “Organizational behavior is the systematic actions and attitudes, which people demonstrate within organizations, research.” (S. Robbins, P.) “Organisational Behaviour is a misnomer. It is not the study how organizations behave, but rather the study of individual behaviour setting.” (http://www.referenceforbusiness.com/ ) In general terms, it is organization studies and their territories which examine how people as individuals, groups, teams and generally, as employees, behave and work in organizations, how to motivate them externally and stimulate their internal motivation. The narrower sense, the organizational behaviour (OB) is the social science which deals with all aspects of human behaviour in organizations: individual, group and organizational levels of the process. Its purpose is to build better relationships by achieving human, organizational and social objectives. Also to understand, explain, predict and manage individuals and group behaviour within organizations. OB systematically examines the individual organization member and their group behaviour that affects the workers' performance in the organization, is looking for ways to ensure the effective functioning of the organization. OB organizations is interested in communication - information, collaboration and employee incentives. OB integrates with various sciences: management, social psychology, sociology, education, as well as anthropology, history, economics, ergonomics, and many other fields of knowledge.

History of OB: (www.wikipedia.com)

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➢ The Greek philosopher Plato wrote about the importance of leadership; ➢ Aristotle delivered the topic of persuasive communication; ➢ In 1776, Adam Smith introduced us with a new form of organizational structure based on the division of labour; ➢ In 19th century German sociologist Max Weber wrote about rational organizations and initiated discussion of charismatic leadership; ➢ Frederick Winslow Taylor introduced the systematic use of goal setting and rewards to motivate employees (Taylorism); ➢ In early 1980s, cultural explanations of organizations and change became an important part of study; ➢ In 1931 Elton Mayo advised managers to deal with emotional needs of employees at work; ➢ Mary Parker Follett told managers to motivate employees on their job performance, to "pull" rather than to "push" strategy; ➢ Douglas McGregor proposed two theories, which are very opposite of each other, about human nature based on his experience as a management consultant: ▪ "Theory X" - pessimistic and negative; and according to McGregor it is how managers traditionally perceive their workers; ▪ "Theory Y" - takes a more modern and positive approach; made-up to help managers replace that theory/assumption.

The Importance of OB (used class notes)

If the manager of the company treats his subordinates well, he is more likely to get higher productivity at lower cost;

If workers are satisfied with the way they are treated in their jobs, they are more productive at work and less likely to quit, vice versa;

People who are mistreated in work place have more mental and physical illnesses than those who are treated with kindness, dignity, and respect; Organizations that treat employees well are much more profitable and vice versa; People who are trained to work together tend to be happier and more productive.

Gert Hofstede's research has shown that the various (management, staff promotion, conflict and negotiation, etc.) theories developed in Western culture, is not justified for other cultures and vice versa. Experience may give impetus to new hypotheses, and research findings, new theories, applied in a particular culture or a certain era.

Leadership

Leadership is an...
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