The paper "Organisational Behaviour and Its Relevance to Management" is a great example of management coursework. Organisational behaviour relates to individuals or groups of people working together. In an organisational context, organisational behaviour refers to a study that is concerned with management, design and effectiveness, as well as the interactive and dynamic relationships that exist within an organisation. The concept of organisational behaviour has roots from the human relations school of thought that was based on the Hawthorne Studies in the 1920s (Martin, 2005, p. 4). Originally, the study of behaviour focused largely on the complexity of human behaviour in organisational settings.
This led to the recognition of the significance of social contexts in organisational working environments and the way group behaviours within organisations become influenced by the behaviours of individuals. However, more recent studies influenced by earlier perceptions have demonstrated that organisational behaviour incorporates many more features in relation to human behaviour in an organisational context. Currently, organisational behaviour involves the integration of studies from various academic disciplines such as sociology, psychology, economics, anthropology, political science and social psychology (Staw, 2010, p.
181). Thus, it is a comprehensive field of study that helps organisational management to apply the knowledge and skills about behaviour to investigate, identify and modify the behaviour of individuals and groups within the organisation. This paper explores the meaning of the concept of ‘ organisational behaviour’ and discusses its importance to organisational management. Definition of organisational culture The term ‘ organisational behaviour’ has multiple definitions advanced by different scholars. Before adopting one of the most appropriate definitions of the term in this context, it is essential to appreciate the meanings of the terms ‘ organisation’ and ‘ behaviour. ’ According to Saiyadain, (2003, p.
13), the term organisation refers to the process of coordination of activities of a given number of individuals with an aim of achieving a common objective through accountability, division of labour and hierarchy of authority. Thus, organisations are rational entities and have well-defined objectives and well defined economic means to achieve those objectives. An organisation is made up of a minimum of two persons and the objectives of the organisation are equally shared, understood and subscribed to by all individuals within the organisation. The term behaviour, on the other hand, denotes an action or a reaction by an individual or a group of people triggered by an internal or external stimulus, which could be visible or invisible.
This means that an individual’ s behaviour could originate from within the self or could be initiated by another person or thing. Thus, ‘ organisational behaviour’ , according to Saiyadain (2003, p. 14), refers to “ a field of study that seeks to comprehend, predict and control human behaviour in organised settings through a scientific study of individuals, group processes and organisational structure and design for the purpose of applying such knowledge in improving organisational effectiveness. ” This definition has three major elements.
First, organisational behaviour involves investigative research on behaviours of individuals and groups within organisations. Second, organisational behaviour explores the impact that an organisational structure has on human behaviour and third, it involves the application of the knowledge gained to enhance efficiency within the organisation. The three elements are interactive in nature and they are applied to various systems of an organisation in order to assist the management in achieving some set goals.
Thus, the field of organisational behaviour emphasises on understanding the behaviour of organisations and uses this as the basis for predicting how people will behave in the future. Therefore, knowledge about organisational behaviour is important as it helps in controlling behaviours that are not generally beneficial to an organisation and facilitates behaviour that enhances efficiency within an organisation. However, for people to have faith in the creation of organisational knowledge, it has to be derived using scientific methods such as through questionnaires, surveys, interviews and simulations (Nguyen & Mohamed, 2011, p.
206). Therefore, knowledge and skills about organisational behaviour assist in the identification of action plans that can be used to reinforce positive behaviour and hence avoid disruptive behaviour.