ORGANISATIONAL BEHAVIOUR

Organisational Behaviour

Organisational Behaviour

Introduction

Organisational behaviour can be defined as the way of understanding the behaviour of employees of any organisation. It also seeks to identify ways in which individuals can act more effectively. Organisational behaviour helps entrepreneurs observe the behaviour of individuals in the organisation and facilitates the understanding of the complexity of the interpersonal relationships in which people interact (Robbins & Judge, 2012).

The major task of this paper is to explain organisational behaviour and explore its role to influence employee attitudes, behaviour, and performance. Researchers believe that employees will respond, in kind, to the treatment they receive from the organisation. It is also important to know that organisations can influence the attitudes, behaviour, and performance of employees by attending to the relationships that develop between employees and the organisation (Robbins & Judge, 2012). Therefore, all the issues related to organisational behaviour will be discussed in detail.

Discussion

It is essential to know that at the same institutional environment, different people behave differently. An individual always has the freedom to choose behaviours: whether or not to exist in the organisation of forms and norms of behaviour, on the other - he or she can accept or reject values ??of the organisation, to share or not share its goals and philosophy (Hersey, et al., 2007). Depending on whether, in what combinations are combined, these key components of the basis of behaviour, experts are four models of organisational behaviour.

The first model of organisational behaviour - A Dedicated and Disciplined Member of the Organisation: In this model individual fully accepts all the organisational values ??and norms of behaviour (Hersey, et al., 2007). In this case the man tries to behave in a way that their actions did not enter into conflict with the interests of the organisation. He or she sincerely tries to be disciplined to play its role fully in accordance with accepted norms of the organisation and behaviours. Therefore, the results of action of such a person are largely dependent on his personal capacities and abilities and how correctly determine the content of its role and functions in the organisation (Hersey, et al., 2007).

The second model of organisational behaviour - Trimmer: A person does not accept values ??of the organisation, but tries to behave completely follow the norms and behaviours to the organisation. Such a person could be described as opportunists (Hersey, et al., 2007). He or she does everything right and by the rules, but it should not be considered a reliable member of the organisation, as though he is good and the Executive Officer, may, nevertheless, at any time to leave the organisation or taking actions that may be contrary to the interests of the organisation, but consistent with its own interests (Hersey, et al., 2007). For example, a person can easily leave the firm, as the only other place he will offer slightly better terms or without any compunction to sell corporate secrets to competitors. Opportunists - the most common type of behaviour among the staff of any ...