Psychological theories, meanwhile, seek to explain the reasons people behave as they do.
Leadership and Organizational Behavior Organizational Behavior OB is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach.
That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
As you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guidethis paper will focus on a few parts of OB: Elements of Organizational Behavior The organization's base rests on management's philosophy, values, vision and goals.
This in turn, drives the organizational culture that is composed of the formal organization, informal organization, and the social environment.
The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development.
All these elements combine to build the model or framework that the organization operates from. Models of Organizational Behavior There are four major models or frameworks that organizations operate out of, Autocratic, Custodial, Supportive, and Collegial Cunningham, Eberle, ; DavisAutocratic — The basis of this model is power with a managerial orientation of authority.
The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal. Custodial — The basis of this model is economic resources with a managerial orientation of money.
The employees in turn, are oriented towards security, benefits, and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation.
Supportive — The basis of this model is leadership with a managerial orientation of support.
The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives. Collegial — The basis of this model is partnership with a managerial orientation of teamwork.
The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization.
The performance result is moderate enthusiasm. Although there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping with the other models. The first model, autocratic, has its roots in the industrial revolution.
The managers of this type of organization operate mostly out of McGregor's Theory X. The next three models build on McGregor's Theory Y. They have each evolved over a period of time and there is no one best model. In addition, the collegial model should not be thought as the last or best model, but the beginning of a new model or paradigm.
Social Systems, Culture, and Individualization A social system is a complex set of human relationships interacting in many ways. Within an organization, the social system includes all the people in it and their relationships to each other and to the outside world.
The behavior of one member can have an impact, either directly or indirectly, on the behavior of others. Also, the social system does not have boundaries Culture is the conventional behavior of a society that encompasses beliefs, customs, knowledge, and practices.
It influences human behavior, even though it seldom enters into their conscious thought. People depend on culture as it gives them stability, security, understanding, and the ability to respond to a given situation.
This is why people often fear change. They fear the system will become unstable, their security will be lost, they will not understand the new process, and they will not know how to respond to the new situations.But through the study of organizational behavior, we can gain insights into what makes people tick within a work context.
Increasing your understanding of your own behavior and that of your colleagues, teams and leaders, is an important first step to bringing positive change to how you and your organization work.
ORGANIZATIONAL BEHAVIOR Organizational behavior is a broad area of management that studies how Organizational behavior is a broad field comprised of many subject areas. actions in the group setting provides insight into the challenges of leadership, teamwork, .
ORGANIZATIONAL BEHAVIOR Organizational behavior is a broad area of management that studies how Organizational behavior is a broad field comprised of many subject areas. actions in the group setting provides insight into the challenges of leadership, teamwork, communication, decision making, power, and con-.
Organizational behavior is the study of both group and individual performance and activity within an organization. Internal and external perspectives are . But through the study of organizational behavior, we can gain insights into what makes people tick within a work context.
Increasing your understanding of your own behavior and that of your colleagues, teams and leaders, is an important first step to bringing positive change to how you and your organization work. communication patterns, and the design of the firm itself can provide additional insight into why some people decide to stay while others elect to leave.
Clearly, the field of organizational behavior can be both exciting and complex.