Organizational Behaviour

Unit 1 Development of Organizational Behaviour

Toward a definition of OB
The concept of organizational behaviour is somewhat misleading because OB refers to the behaviour of people in an organization. An organization is a system of two or more people, engaged in cooperative action trying to reach a purpose(Kilduff and Doughberry sired in Champoux, 2006 p6). Hellriegel, slocum and Woodman (1995 p4) define organizational behaviour as a study of human behaviour, attitudes and performance in an organization.

Toward a definition of OB
It is interdisciplinary, drawing from concepts from social and clinical psychology, sociology, cultural anthropology, industrial engineering, and organizational psychology.

Historical foundations of OB
Scientific Management
Frederick W. Taylor (1911) The four principles of Taylors scientific management:
1. Carefully study the jobs to develop standard work practices. Standardize the tools used by workers. 2. Select each worker scientifically. 3. Management and workers cooperate to ensure that work is done according to standard procedures. 4. Management plans and makes task assignments; workers carry out assigned task.

Historical foundations of OB
Theory of Administration
Henri Fayol (1919)
Fayols theory described the major management functions and several principles that act as a administrative guide. Five functions of management:
1. 2. 3. 4. 5. Planning Organizing Commanding Coordinating controlling

Historical foundations of OB
Fayol (cont)
all must observe the same general principles. The principle of administration were central to his theory of administration. They are set tools a manager needs to perform the function of management.
Division of labour Authority and responsibility Centralization Delegation of authority Unity of command Unity of direction

Historical foundations of OB
Bureaucracy (Max Weber, 1922)
An administrative structure with well defined offices and functions and hierarchical relationships among the functions. The bureaucracy defines the authority when it develops its division of labour. The person who takes authority assumes the authority of that position.

Historical foundations of OB
Bureaucracy (cont)
Features:
Clearly defined and specialized functions Use of legal authority Hierarchical form Written rules Technical trained bureaucrats Appointment based on technical competence Clearly defined career path

Fixed formal relationships among clearly defined hierarchically organized functions.

Historical foundations of OB
Mary Parker Follets (1925) and Chester Bernard (1938) humanistic perspective on management that emphasized:
Importance of understanding human behaviours Needs and attitudes in the work place Social interaction and group processes

Historical foundations of OB
Human Relations Movement
The human relations school considers that effective control comes from within the individual rather than from strict, authoritarian control. The relations movement emphasized satisfaction of employees basic needs as key to increased productivity. The Hawthorne Studies (1939) is a significant qualifying perspective as it emphasized the extent to which social pressures affect employees in the work place and how the relationship between managers and operatives influence the level of productivity in the work environment. Maslow and McGregor (1960) motivation of the individual

Historical foundations of OB
Peter Drucker (1995)
Proposed the philosophy of management by objectives (MBO) and self-control. Managers and employees define goals for every department, project, and person and use them to monitor subsequence performance.

Why study OB?

To attain the competencies needed to be an effective employee, team leader, and/or manager. Knowledge and skills gained should help to diagnose, understand, and explain what is happening around to an employee in his or her job.

Issues in OB
Issues in organizational behaviour are likely to result from areas of :
Workforce diversity Changes in the work force and customers Gender Race and ethnicity Age Quality management Technology Global environment Ethics

Categories of Diversity
Primary Categories Age Race Ethnicity Gender Physical abilities and qualities Sexual and effectional orientation Secondary categories Education Work experience Income Marital status Religious beliefs Geographical location Parental status Behavioural style

Effects on Organizational Behaviour

Stages of development of OB

Organization Group
Individual