ORGANIZATIONAL BEHAVIOR

Organizational Behavior

Organizational Behavior

1) Organization Behavior is about studying and understanding people's behavior within organization. In order to be success in an organization, people need to be effectively trained and manage the behavior that occurs within the organization. Organizational Behavior studies primarily provide the necessary tools to help understand the different types of people within the company and the possible ways in dealing with the employees. By allowing managers to select the appropriate leadership style and methods that is best suited for the situation(Archer, Gruenberg, 2006). Motivation through understanding and goal setting is the key to building a successful organization.

Classical organization theory evolved during the first half of this century. It represents the merger of scientific management, bureaucratic theory, and administrative theory.

Frederick Taylor (1917) developed scientific management theory (often called "Taylorism") at the beginning of this century. His theory had four basic principles:

1) Find the one "best way" to perform each task,

2) Carefully match each worker to each task,

3) Closely supervise workers, and use reward and punishment as motivators, and

4) The task of management is planning and control.

Initially, Taylor was very successful at improving production. His methods involved getting the best equipment and people, and then carefully scrutinizing each component of the production process. By analyzing each task individually, Taylor was able to find the right combinations of factors that yielded large increases in production.

While Taylor's scientific management theory proved successful in the simple industrialized companies at the turn of the century, it has not faired well in modern companies. The philosophy of "production first, people second"(Kroenke, et al., 2007) has left a legacy of declining production and quality, dissatisfaction with work, loss of pride in workmanship, and a near complete loss of organizational pride.

Max Weber (1947) expanded on Taylor's theories, and stressed the need to reduce diversity and ambiguity in organizations. The focus was on establishing clear lines of authority and control. Weber's bureaucratic theory emphasized the need for a hierarchical structure of power. It recognized the importance of division of labour and specialization. A formal set of rules was bound into the hierarchy structure to insure stability and uniformity. Weber also put forth the notion that organizational behaviour is a network of human interactions, where all behaviour could be understood by looking at cause and effect.

Administrative theory (i.e., principles of management) was formalized in the 1930's by Mooney and Reiley (1931). The emphasis was on establishing a universal set of management principles that could be applied to all organizations.

Classical management theory was rigid and mechanistic. The shortcomings of classical organization theory quickly became apparent(Bond, 2006). Its major deficiency was that it attempted to explain peoples' motivation to work strictly as a function of economic reward.

2) Communication Problem or Behaviour Problem

The study of organizational communication is not new, but it has only recently achieved some degree of recognition as a field of academic study. It has largely grown in response to the needs and concerns of business.

The Evaluation Process

The evaluation component of this program ...