Historical Evolution of Organizational Behaviour - Coursework Example

University Name] Organisational Behaviour Essay [Student Name] [Insert Tutor’s Name] 8/24/2012 Explain and discuss the historical evolution of organizational behaviour (OB) – i.e. how have the attributes/practices of workplaces, employees and managers evolved over recent decades in accordance with the practices of OB Explain and discuss the historical evolution of organizational behaviour (OB) – i.e. how have the attributes/practices of workplaces, employees and managers evolved over recent decades in accordance with the practices of OB. Introduction Organizational behaviour (OB) refers to the dynamics of a person or a group with an organization set up, which could either lead to the success or failure of a and thus need to attempt to control, predict and explain the happenings. Looking at the historical evolution of organizational behaviour one is able to gain understand on the rapid changes that have been experienced in the field, for instance, one will understand the reasons behind the imposition of rules and regulations with a workplace, the signing of performance contracts in present times as well as emphasis on team-based approach in work clusters (Davis, 1967, p.33). The success and development of any organization will be determined by the success and development of its employees, because of their daily involvement within it. For example, this could result into effective performance management which helps in the establishment of free and interactive work atmosphere in developing the working skills of workers and in turn building a successful group of workers and a successful organization. The historical evolution of organizational behavior (OB) In regards to Robbins,Stephen P, Judge, Timothy A, Bruce & Boyle, Maree (2011). In promoting and shaping the ideals of organization behaviour, many scholars have contributed their brilliant arguments to this topic, just to mention are the likes of Adam Smith, Charles and Robert Owen. Their contributions have had a tremendous effect on the evolvement of the organization behaviour. Adam Smith is well known for his economics doctrines, among them, included a sparkling assertion on the economic advantages that could be reaped by organizations or societies that practiced the division of labor, also commonly known as work specialization. Smith argued that work specialization increases productivity and skills of each employee, and this could save time that is used in adjust of responsibilities. In the 20th century Smith’s contention on the assembly-line production (division of labor) was broadly utilized by numerous organizations because of its economic advantage and increase in productivity (Newstrom & Davis, 1993, p.67). Charles Babbage was a mathematician who added more on division of labor that was original expressed by Adam Smith. Babbage supported the need for work specialization as it accrued a number of advantages; reduction in the time, waste materials that were required for learning a new job, and attainment of high levels of skills because concentration with specific tasks. He too argued that specialization had economic advantages, a move that has been embraced in modern set ups of organization, for example when one has a skin rash; he/she goes to visit a dermatologist. Many organizations nowadays use division of labor; has accountant in charge of accounts, customer care to respond to inquiries and other staffs responsible in other lines of work, something that was unheard of in the 18th century. Robert Owen was among the first industrialists who made great contribution in the history and evolvement of organization behavior. He owned and operated a factory and it’s at this point he realized how the development of factory system at that time was humiliating to employees. Challenged by the demeaning practices he saw in a number of factories around him, like employment of minor (under age) with long working hours and in miserable working conditions, Owen resolved to become a reformer. According to Newstrom and Davis (1993, p.71), he expressed disapproval on factory owners who took good care of their working equipments better than their employees. He also scolded on the purchasing of best machines yet workers were under paid. Owen affirmed that capital used up on improving labor was of the most excellent investment that entrepreneurs could venture in. He suggested that better treatment of workers could yield more and lessen employees’ despair. Owen wished-for for; regulated working hours, formulation of child labor, provision of meals, social responsibility and public education. Scientific Management Studies show that in the beginning of 20th century, the involvedness in the activities of organizations got in progress. Early on, the activities were regularly mechanical, as machines were used to accomplish a certain set of task. According to Knoster, Villa and Thousand (2000, p.95) this made the treatment of employees like machines, for instance their subjection to close inspection and study by factory owners. Later on, some industrialists enforced scientific management in their system, whose campaigners believed that organizations that embraced their activities in a particular set of principle and had time to observe this course of action were bound to realize high levels of productivity. This showed that organizations concentrated more interactive groups of their employees hence a call for studies on humanistic view to be able to understand the human behavior, a move that was geared towards psychology productivity. This led to formation of Human Relations Movement that was thought could embrace and point up on teamwork, power and characteristics of certain employees and putting into account the goal of organizations. A paradigm of shift was experienced after the Second World War through the formulation of many theories on organization behaviour and how employees could be handled and their contribution to organization’s goals. Modern Elements of OB The contributions of the management wizards made some years back emphasized on the welfare of workers, their working conditions and the expected results of the increased productivity. Nowadays, many organizations practice division of labor that was suggested earlier and the system seems to yield more. These days, after realizing their contribution to organization success, employees are treated with lots of respect and care (Robbins,Stephen P, Judge, Timothy A, Bruce & Boyle, Maree 2011). Employees are at the present time given a chance and allowed to discuss a wide scope of issues such as work-life balance, chances for learning and developing, and service to the community. Leaders at all stages in modern organizations have had significant responsibilities in instituting a hospitable and a comprehensive working and learning atmosphere for people of all backgrounds and viewpoints. This develops a positive attitude in the minds of employees towards the organization, and could enable them to fight all vices and encourage all positive virtues aimed at developing and protecting the interest of the organization. At all times, the management have known that employees will always be productive in an organization if proper support is given to them, to enable them achieve the skills to do the various activities present in an organization (Cunningham & Eberle, 1990, p.57). Denying anyone a chance to advance his/her career based on age or gender never surfaces and if any is regarded as crime in any modern or developing organization. The early contributions by scholars, for instance the scientific management have been embraced together into modern organization set up as management beliefs. Nowadays, the foundation of organization will be founded on management beliefs, values, mission, vision and goals. This coined together necessitate the organizational culture which is composed of both the formal and informal organization, as well as the social environment. The culture will mostly determine the kind of leadership, communication teamwork dynamics within the organization. This is perceived by most employees as the best work life that enhances their motivation at workplace. Other key elements in contemporary organizational behavior are performance, employee’s satisfactions, individual growth and development. Each one of these elements coalesces to put up the model structure in which organization operates within and may help in selecting a management system to use. Conclusion For organization to effectively execute effective organizational behavior in the management system, it is important that they supervise activities, plan activities and control resources available for the activities. In this view, it is the role of the management to ensure that activities to be included in implementation are embraced by all the workers so that when planned they will benefit both the individuals and the organization. These activities may include rewards and incentives given to workers as a result of good performance at the work place. It is certain that workers will not always appreciate all incentives given and care should be taken when determining what rewards and incentives should be given and in what measure not forgetting the circumstances under which they are entitled to the incentives and rewards. There are times when the heads of organizations fail to consider the attitude of the workers towards the systems introduced and this can cause a major confusion between the worker and the employer. Bibliography Cunningham, J. B. & Eberle, T. (1990). A Guide to Job Enrichment and Redesign. New York: McGraw-Hill. p. 57. Davis, K. (1967). Human relations at work: The dynamics of organizational behavior. 9th ed., New York: McGraw-Hill, p.33. Knoster, T., Villa, R., & Thousand, J. (2000). A framework for thinking about systems change. Baltimore: Paul H. Brookes Publishing Co. pp. 93-128 Newstrom, J. W. & Davis, K. (1993). Organizational Behavior: Human Behavior at Work. New York: McGraw-Hill, pp.61-75 Revans, R. W. (1982). The Origin and Growth of Action Learning. Hunt, England: Chatwell Bratt, Bickley. Schein, E. (1968). Organizational Socialization and the Profession of Management. Industrial Management Review, New York: McGraw-Hill. Stewart, J. (1991). Managing Change through Training and Development. London: Kogan Page. Robbins,Stephen P, Judge, Timothy A, Bruce & Boyle, Maree (2011) ORGANISATIONAL BEHAVIOUR, 6th Edition, Pearson Australia Group PTY Ltd, French Forests, NSW. Read More