ORGANISATIONAL BEHAVIOUR

Organizational Behavior

Organizational Behavior

Introduction

Organizations play an increasingly important role in modern industrial society. Organizational Behavior (OB for short) is the area of research that is of interest both practitioners and research management.This research report is mainly focused to explore three core concepts Group and Team Working, Motivation and Human Resource Management in relation with dynamics of Oraginzational Behavior.

A Gilmspe At Oraginzational Behavior

In the early stages of OB, the focus was on looking at the motion of each individual employee and standardizing them during training. Frederick Taylor, the first time this approach in its work on Management. Its focus was on improving the efficiency of individual workers. A similar approach has been to try to establish the effectiveness of organizations through the following rules. Henri Fayol, who formulated his principles of management, and Max Weber formulated his theory of bureaucracy, a pioneer of this approach. Interest in the organization as a whole.

The next step in the evolution of OB began with the famous Hawthorne studies, by Elton Mayo and Fritz Roethlisberger. Hawthorne studies were designed to study the effect of lighting on productivity of individual workers. It showed that the human need for membership recognition and the group has a greater impact on performance than physiological factors such as lighting and rest breaks. This led to a humanistic point of view of an organization that tries to meet the needs of employees as human beings.

Group and Team Working

Webster dictionary defines the group as a small unit of three to fifteen people. Groups can form coalitions and signs of organization can be seen. When a group is too large, the message is not effective for all its members. Standards will be developed in the group. Role will evolve from these standards. These roles often influence the interaction of the group. Group, usually a common goal that they work individually to perform. However, larger groups are less effective communication is to them. Regardless of the intention of the group, they will try to fight through the opposition to reach the end (Collins, 1995. A.2).

Teams of two or more persons who are able to work interdependently and adaptively to complete the connection explicit, and cherished plan (Collins, 1995. A.1). Team members must have additional features because they are designed for the same goals and aspirations of the same capacity. They also hold each other accountable for their own actions (Collins, 1995. A.1). Teams have the general idea can create for themselves originality. This identity gives the command line of business since the presence of a common idea allows individual teams to increase ahead of individuals.

Why some teams are successful and some not? Most businesses know that the definition of team. Most businesses have put the knowledge of the team. They are trying to highlight and select the best partners for their teams. Once the team was established businesses will delegate tasks to the team to complete (Walsh, 2004). Nevertheless, some teams are not able to do what they were created to ...