ORGANIZATIONAL BEHAVIOUR

Organizational Behaviour in Hospitality Industry



Organizational Behaviour in Hospitality Industry

Introduction

Organizational behaviour is the study of human behaviour in the heart of the organization. It is a discipline in which we seek to better discern actions and behaviour of individuals and groups, interpersonal interactions, and mechanics of the organization (Saleh & Ryan, 2009, 324).

Management of organizational behaviour is an important aspect for an organization in this world of fierce competition. In the management of organizational behaviour, the manager's role is of fundamental importance and helps senior management in facing new challenges for the company's strategic, organizational behaviour. A manager must be able to achieve work objectives with the team maintaining their motivation and commitment to the company. Planning, organizing, directing and controlling it will be four basic functions within the company.

This paper aims at discussing the different models and applications of organizational behaviour in the hospitality industry, and their implications for the related business organizations and entities.

Discussion

Organizational Behaviour Defined

An acceptable definition of organizational behaviour is “Organizational behaviour is a field of study that investigates the impact that individuals, groups and organizational structure have on behaviour within the organization, for the purpose of applying such knowledge towards improving organizational effectiveness.” The given explanation of organizational has three core components; the first component is that organizational behaviour is the fact-finding examination of individuals and groups within an organizational setting (Punjaisri et.al, 2009, 407). The second component is that there is a huge influence of structure of the organization on the behaviour of individuals in the organization, and the third component is regarding the appliance of knowledge to attain effectiveness at the organizational level. The management of organizational behaviour can have some serious strategic implications for an organization, and can play an immense part in the development of competitive advantage for the organization.

Theoretical framework

Blau's (1964) Social Exchange Theory and Schein's (1984) Organizational behaviour Theory are the two theoretical frameworks used to structure the proposed inquiry (Reisinger, 2009, 20). Social Exchange Theory built the case for understanding “employee commitment, task performance and organizational citizenship behaviour (OCB)” and social exchanges established the precedent conditions needed for the formation of organization culture.

Schein's Organizational behaviour Theory (1984)

While Organizational Socialization Theory (1979) focused mainly on the assimilation of only new members into an organization, Organizational behaviour (Reisinger, 2009, 22).Theory explored how the interactions of group members and the synthesis of their values, beliefs and assumptions create a common understanding how they should behave and solve problems. Cultures form in response to the basic human requirement to establish normative standards or norms that provide 'stability, consistency, and meaning. The shared history between group members forms the cultural norms, based on successful outcomes related to problem resolution or social interaction.

Blau's Social Exchange Theory (1964)

In 1962, Peter Blau published a landmark work that outlined Social Exchange Theory. The major idea, which surrounded this theory, was that social exchanges have value and they are based on both short-term and long-term motivation among organizations (Parayani et.al, 2010, ...