Organisational Behaviour

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Organisational Behaviour

Organisational Behaviour


The behavior is a field of organizational study that investigates the impact those individuals, groups and structures have on behavior within organizations, in order to apply this knowledge to improve the effectiveness of such organizations. It is a scientific discipline whose knowledge base is constantly adds a great deal of research and conceptual developments. But it is a science applied, and that information on effective practices in an organization can be extended to many other and leave the departmentalism.

The topics usually included in the study of organizational behavior are: organizational structure, motivation, the organizational commitment, power, communication, teamwork , the organizational culture , organizational climate, the leadership and processes change. Each of these topics is present in the three basic levels of study of Organizational Behavior: The individual, group and organizational. This scheme of levels is very important when drawing conclusions. For example, motivation can be described in terms of the main interests of a group of people, but as individual variable as it is at that level where it originates.

Another axis is related to the concrete and the abstract in our talk about the problems that studies organizational behavior. The level is more concrete and objective behavior, observable be quantified more easily. A second level are the attitudes understood as predispositions to act in the people, and finally the values ??that are the most abstract level and show us guidance for our behavior. As an example, we think that we are partners, but in an argument we can prove uncooperative attitude in front of scenarios, and practice can be rather wary of giving our support. This is the most difficult to study organizations: the inconsistency and the gap between what is said and done, which is complicated when we add hierarchies (power) and accepted patterns of behavior, sometimes, for all (culture).

Katzenbach and Smith's

The new employment trends and the need to reduce costs, leading companies to think of computers as a form of regular work. Achieving and maintaining success in modern organizations requires talent almost impossible to find in one individual. The new organizational structures, flatter and less hierarchical levels, requiring greater interaction among people, which can only be accomplished with a cooperative attitude and not individualistic. The need to work as a team came in the form of proposals such as Total Quality, integrated management, reengineering and change processes, the National Quality Award, regional integration programs, and others that require the participation and interaction of various sectors functional companies.

At the end of the nineteenth century to the beginning of this century, thinking about organizations was dominated by the Scientific Management movement, characterized by the work of Taylor, Fayol, etc.Dichos classical authors were content with a conception of motivation in the that is was reduced to a minimum. They were inspired, in fact, on the principle of hedonism, so attractive by liberal economists, according to which men tried to get the most pleasure in return for minimal effort.

Applying to the working world, this principle came ...
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