In simple terms, Organizational behaviour is the study that entails the examination and analysis of human behaviour within an organization.

There is a good definition for OB, according to Raman J Aldag “Organizational behavior is a branch of the social sciences that seeks to build theories that can be applied to predicting, understanding and controlling behavior in work organizations”.

If you want to know what is Organizational Behavior then need to
understand the disciplinary of OB. Organizational behaviour (OB) is a practical field of study that evolved from psychology, sociology, anthropology, political science, and economics.

It explores individual and group dynamics in organizational settings, addressing the intricate factors when people collaborate.

Before delving into OB, it’s important to trace its origins. While its roots can be linked to Max Weber and earlier organizational studies, it formally emerged as a discipline with scientific management in the 1890s, reaching its pinnacle with Taylorism.

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1. Historical Background of OB

Gaining insight into the historical background of Organizational Behavior (OB) is crucial in comprehending its evolution and the influential figures and movements that have shaped this field of study. It provides context for understanding the principles and theories that underpin modern organizational practices.

Organizational Behavior (OB) traces its origins to the early 1900s, a period shaped by the Industrial Revolution’s impact on workforce management. Frederick Winslow Taylor introduced scientific management, advocating for the systematic division of labour into smaller, repetitive tasks.

Max Weber contributed to the concept of bureaucracy, emphasizing rational-legal principles in organizational efficiency.

The human relations movement emerged in response to the dehumanizing aspects of scientific management, stressing the significance of recognizing employees as complex individuals with social and emotional needs.

The Hawthorne studies reinforced the value of employee satisfaction and group dynamics. Since then, OB has continuously evolved, delving into motivation, leadership, group dynamics, organizational culture, and change management.

Today, OB stands as a well-established field, utilized by managers to enhance employee performance, productivity, and workplace satisfaction across various organizations.

2. Scope of Organisational Behavior (OB)

The scope of organizational behaviour (OB) is a vast spectrum of workplace-related human behaviour. Researchers delve into the dynamics of individual, group, and organizational interactions, examining their mutual influences within the workplace.

i. Individual behaviour

Individual behaviour in organizations refers to how employees act and react in the workplace. It involves their actions, attitudes, and performance, all of which impact their role within the organization and its overall effectiveness.

ii. Group behaviour

Group behaviour encompasses group dynamics, leadership, conflict resolution, and decision-making processes. It explores how individuals collaborate, lead, handle conflicts, and make choices collectively within organizations.

iii. Organizational behaviour

Organizational behaviour comprises topics like organizational culture, structure, change management, and performance evaluation. It delves into how these aspects shape an organization’s identity, operations, adaptability, and employee performance.

3. Nature of Organisational Behavior (OB)

The nature of Organizational Behavior (OB) or Features of Organisational Behavior (OB) is multifaceted, encompassing the study of individual, group, and organizational dynamics within workplaces. It explores how people’s behaviour influences and is influenced by their work environment, including aspects like culture, structure, leadership, and decision-making.

i. A Separate Field of Study

Organizational Behavior (O.B.) draws from many subjects and doesn’t rely on one theory. So, it’s more accurate to think of O.B. as its own field of study, not just one subject.

ii. Interdisciplinary Approach

Organizational behaviour is like using different tools to understand how people act at work. It takes ideas from psychology, sociology, and anthropology and uses them to study how people behave in organizations.

iii. Applied Science

Organizational Behavior (O.B.) is all about using research to solve real problems in organizations related to how people behave. It’s different from pure science, which focuses on basic research. O.B. does both research and uses it to understand and fix issues in organizations, so it’s a bit of both science and art.

iv. Normative Science

Organizational Behavior is not just about studying what causes things, but also about suggesting how we should use research findings to reach goals that are accepted by society in organizations. So, it deals with what people agree on in organizations. It’s not entirely without rules, in fact, there are many management theories that show this normative side of O.B.

v. Humanistic and Optimistic Approach

Organizational Behavior takes a positive view of people at work. It’s about understanding how people think and feel. O.B. believes that people naturally want to be independent, creative, and productive. It also knows that if they have the right conditions and environment at work, they can achieve these things. The workplace environment has a big impact on how well people perform in organizations.

vi. Total System Approach

The total system approach looks at all the things that affect how an organization works. Behavioural scientists use this approach to understand how people behave based on their social and psychological background. Because people are complex due to their social and psychological factors, the systems approach tries to study this complexity and find solutions for it.

4. Characteristics of Organisational Behavior (OB)

The following are some of the characteristics of organizational behaviour:

i. Integral Part of Management

Organizational behaviour is a key part of management that helps organizations figure out how people behave. It uses various theories and ideas to study employee behaviour, which is really important for reaching the organization’s goals.

ii. Goal-oriented

Organizational behaviour is all about reaching specific goals in organizations. It does research and looks for problems, especially in how people behave at work. Once it finds problems, it takes steps to fix them and make sure the organization gets good results.

iii. On-going Process

Organizational behaviour is something that keeps happening all the time in an organization. It always works to make sure the organization is doing well. It keeps an eye on everything the organization does to make sure it’s effective.

iv. Multi-Level Analysis

Organizational behaviour checks how different things affect how people behave in organizations. It looks at three levels: individuals, groups, and the whole organization.

5. Foundation of Organisational Behavior (OB)

The foundation of organizational behaviour (OB) is constructed upon various fields, including:

1. Psychology: OB uses ideas from psychology to understand how individuals act at work. For instance, it uses theories about personality, motivation, and learning to explain employee behaviour.
2. Sociology: OB uses sociological ideas to understand how groups behave at work. For instance, it uses theories about how groups work together, leadership, and handling conflicts to explain how groups operate and interact in the workplace.
3. Anthropology: OB uses ideas from anthropology to understand the culture in organizations. For instance, it uses theories about organizational culture and subcultures to explain how cultural values and norms affect how employees behave.
4. Economics: OB uses economic ideas to figure out how incentives can make employees act a certain way. For example, it uses theories about how pay, motivation, and decision-making affect the choices employees make at work.

6. Evolution of Organisational Behavior (OB)

The study of Organizational Behavior (OB) has a history of evolution. It began in the early 20th century when people wanted to boost factory productivity. Here are key milestones:

Scientific Management: Frederick Winslow Taylor, in the late 19th and early 20th centuries, aimed to improve productivity through optimized work processes and efficiency, mainly driven by financial incentives.

Human Relations Movement: Elton Mayo’s Hawthorne studies in the 1920s highlighted social factors’ importance, leading to the human relations movement, which focused on employee satisfaction and motivation.

Systems Theory: In the 1950s and 1960s, organizations were seen as complex systems interacting with their environment, leading to systems theory, exploring how organizations adapt to environmental changes.

Contingency Theory: Realizing no universal management approach, the 1960s and 1970s brought contingency theory, stressing adapting management to specific situations.

Organizational Culture: In the 1980s and 1990s, attention turned to organizational culture, influencing behaviour with shared values and beliefs, emphasizing a positive work environment and employee well-being.

Positive Organizational Behavior (POB): Recent interest focuses on POB, nurturing positive relationships among employees and well-being at work.

7. Models of Organisational Behavior (OB)

There are five distinct models in OB or five Types of Organisational Behavior (OB), and we’ll provide an overview of each of these models.

Autocratic Model

In the Autocratic Model, managers hold power and make decisions. Employees prioritize obedience and discipline, relying on supervisors. Basic needs are met, but performance is lower. Drawbacks include employee frustration, insecurity, overreliance on superiors, and lower performance due to limited wages.

Custodial Model

The Custodial Model centres on economic security and benefits. Employees seek job security and rely on their organization for financial stability. This approach, common in resource-rich companies, fosters contentment but may not inspire strong intrinsic motivation or exceptional performance.

Supportive Model

In this model, leadership plays a crucial role with a focus on providing support. Employees are driven by job performance and participation, and they seek status and recognition. This approach awakens motivation. It relies on effective leadership to create a climate where employees can thrive and contribute to the organization. Managers assist employees in performing their jobs, fostering a sense of participation.

Collegial Model

In this model, teamwork is key, with a focus on partnership. Employees prioritize responsible behaviour and self-discipline, aiming for self-actualization. Performance shows moderate enthusiasm. It’s an extension of the supportive model, emphasizing teamwork and quality standards. Workers feel a sense of acceptance and respect, promoting the company’s positive image.

System Model

A recent addition to organizational behaviour, it fosters employee commitment to organizational goals. It aims to instil a sense of purpose and belonging, leading to enhanced performance and job satisfaction. Managers play a pivotal role by demonstrating care and compassion to nurture a positive workplace culture.

8. Importance of Organizational Behavior (OB)

The importance of organizational behaviour lies in the following aspects:

Enhanced Productivity: Organizational behaviour boosts productivity through a better understanding of employee behaviour and interactions. It empowers managers to spot factors impacting performance and make improvements.

Efficient Management: Organizational behaviour equips managers with the tools to manage employees well. It clarifies motivation principles and how to inspire subordinates. It also aids in building a positive workplace and enhancing employee welfare.

Enhanced Decision-Making: Organizational behaviour empowers managers to make wiser choices by grasping employee behaviour and interactions. It aids in recognizing performance influencers and implementing improvements.

Enhanced Employee Relations: Organizational behaviour fosters better relationships among employees by cultivating a positive workplace and prioritizing employee happiness. It also equips managers with motivation insights for effectively inspiring their team members.

Boosted Innovation: Organizational behaviour stimulates innovation through creativity promotion and idea-sharing encouragement among employees. Additionally, it supports a culture of innovation by equipping employees with the necessary resources for success.

9. Goals of organisational behaviour

The goals of organizational behaviour (OB) are to:

Describe: OB studies and explains how people behave at work, considering factors like personality, motivation, leadership, and group dynamics.

Understand: OB delves into the reasons behind workplace behaviours, uncovering the psychological and social processes driving them.

Predict: OB develops theories to foresee how employees will react to changes in the work environment.

Control: OB devises strategies to influence and manage employee behaviour, enhancing performance and well-being.

In conclusion, Organizational Behavior (OB) is a multidisciplinary field that explores human behaviour in the workplace. It aims to understand, predict, and influence behaviour to enhance organizational effectiveness. By studying factors like motivation, leadership, and group dynamics, OB offers valuable insights for better management, improved employee relations, and achieving organizational goals.

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