ORGANISATIONAL BEHAVIOUR AND LEADERSHIP

Organisational Behaviour and Leadership

Organisational Behaviour and Leadership

Executive summary

In this paper I look at how organisations develop 'behaviour' and how this behaviour can be created, manipulated and changed my management. I also look at what other factors can change and affect a companies' behaviour. The paper will take the following format. A definition of behaviour and the problems associated with its definition. I then look at how organisationl behaviour develops, with an explanation of the levels of cultural analysis, a look at the various different types of behaviour, and the role of the leader/manager in creating the organisations behaviour. How behaviour can be changed and the skills and actions needed by management to successfully implement a cultural change. Ithen finish with a conclusion.

Defining organisational behaviour

What is organisational behaviour? This it has been discovered, is not an very simple question to answer. The concept of behaviour has its roots in anthropology, the study of human affairs. In this context, behaviour has been used to designate two different things. A tribe or a social group is studied as a 'behaviour' that produces and may have cultural artefacts. The second use of the term refers to aspects within a given behaviour, such as customs, rituals, knowledge and so on. (Sackman, S, 1991). In the context of organisational behaviour it is largely the second approach that is studied. Although people may not be aware consciously of behaviour, it still has a persuasive influence over their behaviour and actions. (Mullins, L, 2002). This declaration explains that although we may not have the knowledge that we pertains to a certain heritage assembly it will still have an impact on our behaviour and in an organisational sense, our employed lives.

The behaviour concept began to affect organisational thinking in the late 1970's and early 1980's. Although is it apparent in concepts from a number of previous writers, for demonstration Bernard (1938) and Jacques (1952). If we look at a number of distinct of organisations it is clear to see that 'things are finished differently'. This concept concerns to all organisations, even in alike companies that are operating in the identical industry. Tesco supplies much the identical service as Sainsburys, but on close examination we would be able to see the differences in which the two businesses operate.

It is more tough however to recount how things are 'done differently', or why the business 'feels' different. A major problem with the concept of behaviour is the degree to which individuals, organisations or entire communities display characteristics which are consistent within it. (Martin, J, 2001). Do all British people display characteristics that are consistent with British behaviour? It is clear that although there are many similarities in the behaviour of people within a defined behaviour, that individual differences provide some variety. The same must also be assumed in the context of organisational behaviour.

Another problem with finding a definition for organisational behaviour is the sheer number of definitions that already ...