PIONEERS OF

ORGANIZATIONAL
BEHAVIOURS
BY TANISHA FORRESTER
PYSCHOLOGY 142
Ms. Kymanne Andrew
1) Pictures and Brief Biography about the pioneers in the field of organizational
behavior.

Biography on Max Weber

Max Weber (1864-1920) was a

renowned German sociologist,
philosopher, and a pivotal figure in
the development of modern
sociology. Though he did not
specialize in industrial-
organizational (IO) psychology,
Weber's work has significantly
influenced organizational theory
and management practices.
Weber is best known for his
contributions to sociology,
particularly his theories on
bureaucracy, rationalization, and the sociology of religion. His concept of bureaucracy,
as elucidated in his seminal work "Economy and Society," has provided valuable insights
into organizational structure and operations, impacting our understanding of
organizational behavior, leadership, and decision-making in the workplace. Additionally,
Weber's ideas on the rationalization of society offer crucial perspectives for IO
psychologists, shedding light on how rationalization and bureaucratization influence
workplace dynamics, employee motivation, and organizational effectiveness. His
emphasis on authority, hierarchy, and rationality within organizations has laid the
groundwork for comprehending organizational behavior and developing efficient
management systems. Although Weber's primary focus was on sociology rather than
psychology, his theories have had a profound impact on the field of IO psychology. His
work has shaped our understanding of organizational structures, management
strategies, and the interaction between individuals and institutions in the workplace,
enriching our knowledge of how organizations function and how to enhance their
effectiveness.
 Biography on Kurt Lewin

Kurt Lewin (1890-1947) was a

pioneering psychologist whose work
significantly impacted the field of
industrial-organizational (IO)
psychology. Born in Germany, Lewin
earned his Ph.D. in psychology from
the University of Berlin and began his
career as a researcher and academic.
He focused on Gestalt psychology and
social psychology, eventually becoming
renowned for his groundbreaking
research on group dynamics,
leadership, and organizational change.
Lewin’s most notable contributions to IO psychology include the development of field
theory, which emphasizes the interaction between individuals and their social
environment, highlighting the importance of understanding the social context in shaping
behaviour within organizations. His studies on leadership styles and participative
management have had a lasting impact on organizational leadership and management
practices, laying the groundwork for effective leadership strategies. Furthermore, Lewin
is credited with pioneering action research, an approach that emphasizes collaboration
between researchers and practitioners to address organizational challenges. His action
research model, known as the "Lewinian cycle," involves a cyclical process of planning,
action, and reflection, facilitating organizational change and development. Throughout
his career, Lewin was dedicated to applying psychological principles to real-world
problems, particularly in organizational settings. His research and methodologies
continue to inform and shape the field of IO psychology, cementing his legacy as one of
its most influential figures. Lewin's work revolutionized our understanding of group
dynamics, leadership, and organizational change, making him a foundational figure in
the history of IO psychology.
 Biography on Henri Fayol

Henri Fayol (1841-1925) was a French mining

engineer and management theorist whose
work laid the groundwork for modern
management practices, making significant
contributions to the field of industrial-
organizational (IO) psychology. Born in
Istanbul, Fayol studied engineering in France
and later became the managing director of a
large French mining company, where he developed and implemented his management
principles. Fayol’s most influential work, " became more generally known with the 1949
publication of "General and industrial administration", the English translation of the
1916 work "Administration industrielle et Générale". In this work Fayol presented his
theory of management, known as Fayolism., outlined his theory of management,
emphasizing the importance of administrative principles in organizational effectiveness.
Fayol proposed five key functions of management: planning, organizing, commanding,
coordinating, and controlling. These principles provided a systematic framework for
managers to understand and perform their roles effectively within organizations. Fayol’s
theories have had a profound impact on understanding organizational structure,
leadership dynamics, and managerial practices in the context of IO psychology. His
emphasis on planning and organizing laid the foundation for contemporary theories of
organizational design and management. Fayol's principles continue to inform research
and practice in areas such as organizational behaviour, leadership development, and
strategic management. Moreover, Fayol's ideas on the division of Labor, hierarchical
authority structures, and the importance of a clear chain of command have influenced
our understanding of organizational dynamics, employee motivation, communication
processes, decision-making, and leadership effectiveness. Fayol’s principles of
management have not only shaped the way scholars and practitioners approach
managing organizations effectively but have also contributed to the professionalization
of the discipline and the development of management education and training programs
essential to the field of IO psychology.
 Biography on Mary Parker Follett

Mary Parker Follett (1868-1933) was an

influential American management consultant,
social worker, and author whose work made a
lasting impact on the field of industrial-
organizational (IO) psychology. A native of
Massachusetts, Follett was a trailblazer in the
early 20th century, advocating for more
democratic and collaborative management
approaches. Follett's significant contributions to
IO psychology encompassed her innovative ideas
on group dynamics, conflict resolution, and organizational structure. She stressed the
importance of human relations within organizations, promoting diversity and fostering
collaboration among employees as essential for effective management. A key concept
introduced by Follett was "integration," emphasizing the resolution of conflicts through
shared understanding and common ground among conflicting parties. Her insights on
conflict resolution and power dynamics within organizations laid the foundation for
modern leadership and organizational behavior theories. Additionally, Follett
championed participative decision-making and valued employee input in managerial
processes, anticipating present-day approaches to employee engagement and
empowerment. She advocated for managers to serve as facilitators, fostering an
atmosphere of mutual respect and cooperation instead of authoritative control. Despite
facing gender-related challenges and resistance in her time, Follett's ideas have endured
and continue to shape contemporary management practices. Her writings remain
essential in the realms of management, organizational behavior, and industrial-
organizational psychology, establishing her legacy as a forward-thinking visionary and
pioneer in the field.
 Biography on Charles Babbage

Charles Babbage (1791-1871) was a

distinguished British mathematician, philosopher,
inventor, and early computer pioneer, renowned
as the "father of the computer." While Babbage
was primarily focused on mathematics,
engineering, and computing rather than
industrial-organizational (IO) psychology, his
work laid the foundation for technological
advancements that indirectly impacted the field.
Babbage’s most prominent achievement was the
design of the "Analytical Engine," a mechanical general-purpose computer concept
conceived in the early 19th century. Although the Analytical Engine was not completed
during his lifetime, his pioneering efforts paved the way for modern computing and
information technology. While Babbage's direct impact on IO psychology may be
limited, his innovations in computing technology have indirectly influenced the field by
facilitating progress in data analysis, decision-making, and organizational efficiency. The
advent of computers and digital technology has revolutionized how organizations
gather, process, and leverage data, leading to significant improvements in areas like
personnel selection, performance assessment, and organizational decision-making.
Moreover, Babbage's concepts of automation and mechanization foreshadowed later
developments in industrial psychology, particularly in job design, automation, and
human-computer interaction. His vision of machines efficiently handling repetitive tasks
aligns with contemporary discussions on technology's impact on work and the
workforce. While Charles Babbage may not have had direct contributions to IO
psychology, his pioneering work in computing technology has had profound indirect
effects on the field. His visionary ideas and technological innovations continue to
influence organizational operations and shape psychologists' understanding and
approaches to modern workplace challenges.
2) The fundamental assesses to their major input in Organizational Behavior as listed
below.

Max Weber made significant contributions to the field of Organizational Behavior

through his theories on bureaucracy, rationalization, and authority. While Weber did not
specialize in OB, his ideas have had a lasting impact on our understanding of
organizational design and management practices. Weber’s analysis of bureaucracy as a
rational and efficient organizational structure provided a framework for understanding
hierarchical organizations and their operational systems. His emphasis on rationalization
and the role of authority within organizations offered valuable insights into leadership
dynamics and power relations, influencing contemporary theories of leadership and
organizational behavior. Weber’s concept of "rational-legal authority" highlighted the
importance of formal rules and procedures in organizational governance, shaping the
way we approach decision-making processes and organizational structures. His
theoretical frameworks continue to inform research and practice in OB, contributing to
our understanding of how organizations function and how leadership and authority
impact organizational effectiveness.

Kurt Lewin's contributions to the field of Organizational Behavior are profound,

particularly in the areas of group dynamics, leadership, and organizational change. His
development of field theory highlighted the significance of the interaction between
individuals and their social environment, revolutionizing our understanding of behavior
within organizations. Lewin’s research on leadership styles, participative management,
and action research laid the groundwork for effective leadership practices and enhanced
our comprehension of organizational dynamics. His concept of "participative
management" promoted the involvement of employees in decision-making processes,
leading to increased employee satisfaction and improved organizational performance.
Lewin’s action research methodology, which stresses collaboration between researchers
and practitioners to tackle organizational challenges, has had a long-lasting impact on
organizational change initiatives and the advancement of evidence-based management
practices. Lewin’s work continues to shape and influence the field of OB by providing
valuable insights into organizational behavior, leadership effectiveness, and strategies
for managing changes within organizations.
Henri Fayol is renowned for his significant contribution to the field of Organizational
Behavior through the development of the principles of management. His principles
emphasized the importance of administrative principles in enhancing organizational
effectiveness, providing a structured framework for managers to comprehensively
understand and carry out their roles within organizations. Although Fayol's work
predates the formal establishment of OB as a field, his principles have had a lasting
impact on organizational theory and management practices. His principles of planning,
organizing, commanding, coordinating, and controlling have served as a guiding light for
managers in effectively performing their roles within organizations. Fayol's emphasis on
hierarchical structures, division of labor, and managerial training laid the groundwork
for modern theories of organizational design and management. His principles continue
to be relevant in current organizational contexts, informing research and practice in
areas such as organizational behavior, leadership development, and strategic
management. Fayol's contributions to OB lie in his theoretical frameworks for
understanding managerial roles and functions within organizations, which play a crucial
role in shaping effective organizational practices.

Mary Parker Follett was a pioneering figure in the field of Organizational Behavior,
known for her revolutionary ideas on group dynamics, conflict resolution, and
organizational structure. She believed in the significance of human relations within
organizations and advocated for more democratic and collaborative management
approaches. Follett’s concept of "integration" emphasized the importance of finding
common ground and mutual understanding in resolving conflicts, laying the groundwork
for modern theories of conflict management and negotiation. She also promoted
participatory decision-making and recognized the value of employee input in managerial
processes, anticipating contemporary practices of employee engagement and
empowerment. Even today, Follett's work continues to hold relevance in the context of
organizations grappling with issues of diversity, inclusion, and collaborative decision-
making. Her ideas have greatly influenced modern approaches to organizational
effectiveness and employee relations.
Charles Babbage, known for his pioneering work in mathematics and computing, made
significant contributions to the field that indirectly impacted organizational practices.
His innovations in computing technology, including the design of the Analytical Engine,
laid the groundwork for modern computing and information technology, revolutionizing
the way organizations manage data and operations. Babbage’s concepts of automation
and mechanization, though not directly related to Organizational Behavior, have had a
profound influence on the field. His early ideas on machines performing repetitive tasks
efficiently foreshadowed developments in industrial psychology related to job design,
automation, and human-computer interaction. This foresight underscores the
importance of understanding the implications of technology on work and the workforce,
prompting organizations to adapt to technological advancements and consider the well-
being of employees in job design and automation processes.
3) Explain the weaknesses of their theories/ input with evidence from our 21st
century.

Here are the weaknesses of all the pioneers explained.

A.Weber’s bureaucratic model, while groundbreaking in its time, is critiqued in

contemporary business environments for its rigidity and slow decision-making processes
that may hinder adaptability. Evidence from the 21st century underscores the
importance of organizational agility and flexibility to respond swiftly to evolving market
conditions and technological advancements. Furthermore, Weber's emphasis on
impersonal relationships within bureaucratic organizations is seen as a drawback in the
modern era, where fostering meaningful connections and a positive work culture is vital
for employee engagement and motivation. Employee well-being and satisfaction are
now recognized as crucial factors for organizational success. The bureaucratic
structure's resistance to change, stemming from strict hierarchies and rigid adherence to
rules, can stifle innovation and hinder change initiatives within organizations. In today's
dynamic business landscape, organizations must be open to change and cultivate a
culture of innovation to maintain a competitive edge. Additionally, while bureaucracy
aims for efficiency through standardization and division of labor, it can lead to
inefficiencies due to bureaucratic red tape and inertia. Contemporary organizations are
focusing on streamlining processes and reducing bureaucratic barriers to enhance
productivity and efficiency. Therefore, Weber's theory may not align with modern
companies' needs as it restricts individual creativity and opportunities for employees to
leverage their talents and abilities. The lack of flexibility and adaptability within
bureaucratic structures can pose challenges in today's rapidly changing business
environments.

B. Lewin’s models of change, including the force field analysis and three-step model,
have faced criticism in contemporary business environments for oversimplifying the
complexities of organizational change and overlooking individual differences and
psychological factors influencing behavior. These models often lack a nuanced
consideration of organizational culture and may not effectively address resistance to
change. Critics argue that Lewin's change model may be too simple for some, lacking
detailed guidance on implementation and being open to misinterpretation. Additionally,
the model's rigidity, especially in the final stage of "Refreeze," may not align with the
continuous nature of change in modern organizations. Moreover, some perceive Lewin's
model as combative, potentially fostering divisions among employees and creating a
hostile work environment. The model's focus on long-term projects may also limit its
applicability to short-term initiatives where a more efficient approach is needed.
Considering these criticisms, modern change management approaches emphasize the
need for a more holistic understanding of change processes, individual differences,
organizational culture, and proactive strategies to address resistance effectively.
Adapting and evolving change management practices to suit the dynamic nature of
today's business landscape is crucial for successful organizational transformation.

C. Critics have pointed out several shortcomings of Fayol's principles of management in

today's business environment. These criticisms include the mismatch between
hierarchical structures in Fayol's principles and the trend towards flat organizational
structures in modern businesses. The universal applicability of Fayol's principles is also
called into question, as they were developed in a specific context and may not account
for the diverse challenges of different industries and organizational contexts.
Additionally, Fayol's emphasis on centralized authority may overlook the importance of
empowering employees and promoting participative decision-making, which are crucial
for fostering innovation and enhancing organizational performance in contemporary
workplaces. Furthermore, the limited focus on external factors in Fayol's principles may
hinder organizations' ability to adapt to technological advancements, globalization, and
regulatory changes that impact the business environment. In today's rapidly changing
landscape, organizations need management approaches that consider these external
influences and promote flexibility and agility to stay competitive.

D.Critics have raised concerns about the ambiguity in Follett's concepts of integration
and power-with, highlighting the challenge of operationalizing these concepts in
practical organizational settings. In today's evidence-based management landscape,
where clarity and precision are valued, ambiguity in concepts can impede their effective
application. Additionally, Follett's emphasis on harmony and collaboration in conflict
resolution has been criticized for potentially undervaluing the role of constructive
conflict in fostering innovation and creativity within organizations. Embracing diverse
perspectives and encouraging healthy conflict can lead to better decision-making and
problem-solving in the dynamic business environment of the 21st century. Furthermore,
while Follett acknowledged the significance of power in organizations, her approach to
power-with may oversimplify the complexities of power dynamics and political behavior
in modern organizations. Understanding and navigating power dynamics are crucial for
effective leadership and organizational influence in today's complex and interconnected
business landscape. As organizations continue to evolve and become more globalized,
adaptive leadership approaches that address the nuances of power dynamics beyond
Follett's theories may be needed for managing complexity effectively.

E. In addition to the emphasis on mechanization in Babbage's theories, there is a need to

recognize the critical role that human relationships and emotional intelligence play in
the success of organizations. In today's business landscape, striking a balance between
technological advancement and fostering a supportive and inclusive work environment
is essential for driving productivity and innovation. Research has consistently shown that
prioritizing employee well-being and nurturing positive workplace dynamics leads to
higher levels of engagement and creativity. Neglecting the social dynamics within
organizations can hinder collaboration and hinder the organization's ability to adapt to
change and stay competitive in today's fast-paced and dynamic business environment.
Leveraging social connections and promoting a culture of trust and communication are
key factors in building high-performing teams and fostering a culture of continuous
learning and improvement. As organizations evolve in the knowledge-based economy, it
is crucial to integrate human-centric principles alongside technological advancements to
ensure sustainable success and ethical use of automation and data-driven decision-
making.