Organisational Behaviour

Organisational Behaviour (O.B.) is a branch of study that explores the effects that people,
communities, and systems have on organisational behaviour to utilise such information to
improve an organization's success.

The nature of Organisational Behaviour

O.B. takes a humanistic perspective on people who work in organisations. It is concerned
with human thoughts and feelings. O.B. has founded on the premise that individuals have an
innate drive to be self-sufficient, productive, and creative.

O.B. is also a prescriptive science. Although positive science merely analyses cause and
effect relationships, O.B. specifies how relevant study results can be used to socially
approved organisational goals. Thus, O.B. is concerned with what is acceptable by people
and groups when they are involved in an organisation.

O.B. is a multidisciplinary approach to studying human performance in the workplace. It

attempts to incorporate important knowledge from allied areas such as anthropology, society,
and sociology in order to create it relevant for researching and analysing organisational
behaviour.

Approaches to Organisational and Management

Four approaches to the study of O.B.:

Human Resource Approach

This approach understands that people resources are the driving force in any organisation.
Their advancement will add to the organization's success. The human resources strategy
allows for adjustments in managerial roles. It necessitates those managers, rather than
controlling their employees, offer active involvement to them through considering them as
group members.

Superiors or managers must adopt a management style in which people are given chances and
encouraged to operate under relaxed monitoring. Organizations can boost productivity while
meeting individuals' demands for independence and development by treating them like
mature adults.

The human resources method is also known as the supporting approach since the manager's
job shifts from worker control onto active support of their efficiency and expansion. The
supporting approach as opposed to the typical managerial method.
Managers selected what workers do and constantly monitored their progress to ensure job
completion in the old way. Managers' roles in the human resources strategy shift from
organizing and regulating to helping.

Contingency Approach
The approach emphasises that there is no single technique to operate well in all situations.
Ways of behaviour that work well in one setting may not function well in another. The
surrounding world and numerous components of the internal surroundings influence the
organisational culture and management procedures.
Effective management procedures will vary based on the persons and groups inside the
organisation, the type of work and technologies, the environment in which the organisation
operates, and its form.

The manager's responsibility is thus to determine which strategy will best assist in the
achievement of the company's objectives in a specific situation, under certain conditions, and
at a specific moment. As a result, the manager must examine each scenario before taking
action, and varied managerial approaches and styles are required for effective management.

Productivity Approach:
Productivity is defined as the quantitative amount of the outcome to input ratio. The greater
the number of this proportion, the greater the manager's effectiveness and efficiency. The
traditional definition of productivity was limited to financial inputs and outputs.

However, in today's world, cultural and natural inputs and outputs are equally vital.
Productivity is widely acknowledged and considered an important factor in organisational
behaviour choices. These judgments concern human, societal, and economic concerns. A
human output or benefit arises, for example, if efficient managerial behaviour reduces
employee turnover or the number of absentees.

A human output or benefit arises, for instance, if better organisational behaviour improves
job security. Similarly, when staff development programs result in better local citizens, a
good social output happens.

Organizational behaviour decisions frequently entail human, societal, and/or economic

considerations, and so efficiency is regarded as a crucial aspect of these choices and is widely
discussed in the OB research.

System Approach:
According to the systems concept, an organisation is a successful platform with multiple
subsystems which are strongly and intimately integrated. Because all components of the
organisation are interconnected, any statement made to resolve things in one sector would
have an impact on the related subsystems as well.
As a result, this method provides managers with a lens through which to view the
organisation as a whole, the entire group, and the entire social system. This systems approach
became an essential component of current organisational theory. Organizations are referred to
as complex systems since they are made up of interconnected and interacting systems.

The manager's responsibility is thus to determine which strategy will best assist in the
achievement of the company's objectives in a specific situation, under certain conditions, and
at a specific moment. As a result, the manager must examine each scenario before taking
action, and varied managerial approaches and styles are required for effective management.

Work motivation and job satisfaction

Employee commitment is increased whenever an employee is driven and satisfied with his or
her employment. The dedication a worker has to his firm exemplifies the link between
motivation and satisfaction. As a result, motivation combined with job satisfaction equaled
commitment.
There is a logical correlation between confidence, employee motivation, & job satisfaction.
Whereas some people are born with the ability to see the glass appear half full instead of half
empty, this is an ability that everyone must learn. Managers in the company must exude
positivity, particularly during times of transition or adversity, so that their colleagues will
follow this example. It may take a little time and continuous prodding for certain staff people
to attend an "optimism" program, but it is well worth the time and effort.

The nature of Leadership and Management

1- Leadership is an interpersonal characteristic.

2. This only exists because of its adherents. There is no management when there are no
disciples.
3. A leader is defined by the desire of others to follow.
4. Leadership is an influence mechanism.  A leader needs to be able to shape his employees'
behaviour, mindset, and ideas.
5. It exists purely to achieve common aims.
6. It entails being willing to assume total accountability in all circumstances.
7. Leadership is the duty of motivating followers to work voluntarily toward organisational
goals.
Individual differences and Diversity
Individual variations in the organisation are important because each person comes with a
distinct system of principles, personal characteristics, attitudes, and emotions to the work.
When a new employee joins a company, their steady and transitory qualities will influence
how that individual performs and acts in the workplace.

Furthermore, organisations hire people because they believe they have certain values, talents,
dispositions, and abilities. As a result, it is critical to understand certain qualities that
influence employee behaviour at work.

Perception and communication

Perceptions are how humans organise and evaluate their perceptual information, or what they
should be doing and hear, and then label it as truth. Perceptions give significance to a
person's surroundings and help them learn about the world. Perceptions are essential because
people's personal actions are influenced by their sense of reality.

As a result, employees' opinions of their organisations become the foundation for how they
act at work. Employees' jobs or positions within an organisation could also affect these
beliefs.

Work Group and teams

Teamwork allows you to complete jobs more quickly and efficiently than working on
projects alone. Collaboration on different projects lowers burdens for any employees by
simply sharing duties or thoughts. Teamwork also minimises job stress on each employee,
allowing him to be comprehensive in completing his allocated roles. Every worker must have
a position that is appropriate for his or her specialty when it comes to discussing ideas or
tasks. One also should weigh employees’ degrees of enthusiasm in the project, as this affects
their effectiveness or quickness in completing the task.

Teamwork is vital in an organisation because it allows employees to connect, which

strengthens relationships. Workers who are part of a team performing the work typically feel
valued when such activities are completed successfully. A circumstance in which all of them
have the potential to advance to the work promotes team relations and increases their respect
for one another. Better employee relations are also the outcome of teamwork, which increases
cohesion between members through improved trust.

Strategy and structure

Strategy and structure are two distinct parts of the company that are slightly intertwined. The
strategy, which is frequently developed, defines the structural features of the firm. Structure-
based inverse and shape strategies are also used by some organizations. When these factors
are properly combined, they result in a unified company model that works to achieve shared
goals.

The practical component of managing a firm is strategy. Pricing strategies, advertising and
branding strategies, and competitor analysis are all part of it. The purpose of developing a
strategy is to identify how the company will fit into the market – and, more significantly, how
the company will compete.

Creating a plan necessitates the establishment of particular goals as well as a broad vision for
the company. One can create the strategy first and then shape the structure for operating with
that too. In a well-established business with solid structural aspects, one can also develop a
strategy depending on the present structure and operations.

Control and power

Control and power of the destiny of departments and organisations, the consequences of
interpersonal confrontations, and personal security and success are all aspired after. The
greater the disarray or disagreement in an organisation, the greater the desire for authority.

Because most decisions are based on currently available information, those who regulate
access to information play a significant role in decision-making. Pay concealment is a typical
corporate practice that exemplifies this. In most cases, only the hiring manager and top
managers have wage information – and thus the capacity to make personnel decisions.

CSR
Corporate social responsibility (CSR) has been a self-regulating corporate structure that
assists a firm in becoming socially responsible itself, its shareholders, and the general public.
Companies that practice corporate social responsibility, also known as a business
responsibility, can be aware of the consequences they have on all parts of society, which
included the economic, ethical, and ecological.

CSR implies that a firm operates in ways that benefit society and the environment rather than
harming them in the normal operating cycle. Towards being socially conscious, a firm must
first be responsible with itself and its stakeholders. Organizations that embrace CSR
programs frequently have developed their businesses to possibly owing back to society. As a
result, CSR is essentially a corporate strategy.
Furthermore, the more prominent and profitable a firm is, the more the duty it has to establish
ethical principles for its colleagues, competitors, and industry.
Culture and change
Organizational culture is a set of principles, conventions, beliefs, behaviors, and
preconceptions that, while not stated, impact how humans function and progress is made.
Unwritten standards and practices are referred to as norms.
To put it simply, an organisational structure is a regular method of doing activities in the
organisation. It is very relevant to the behaviour pattern and the connection. An organization's
culture emerges throughout time as a result of long-term evolution. It is typically formed by
the individuals who work for the organisation, including managers and employees.

The organisational culture and the change leadership process are inextricably linked. There
are numerous cultural implications for the changing management process Every organisation
has a distinct culture, thus management systems must adapt to that culture, and if they apply
any change process, they must adapt that change process to their culture, or they must modify
the culture of the organisation. The company motivating method is frequently used to
enhance the efficacy of this employee in an attempt to optimise the firm's financial situation.

Some organisational cultures create challenges to change implementation, thus they must
overcome individuals who are reluctant to change. Most managers and leaders are unwilling
to make changes since they are scared of failing or achievement. Cultural modifications or
changes in adaptability to culture are essential for transformation to be successful as these 2
cannot be detached. A positive relationship between organisational culture and the
management of change ensures the effectiveness of the transformation.

References:
Organisational Behaviour Robbins, S. & Judge, T. (2008) Essentials of Organizational
Behaviour.