The paper 'What Is Organisational Behaviour All about" is an outstanding example of business coursework. The term organizational behaviour is used to refer to discipline and an application of knowledge about the way in which individuals and groups act within organizations. Based largely on the system analysis approach, the study of organization behaviour conceives the people-organization relationship as whole persons, as whole groups, as whole organizations and as whole social systems (Robbins, 2002). The behaviour of an organization refers to that shared body of values and code of beliefs that all the people within an organization ascribe to (Robbins, 2002).
That means that the behaviour ultimately affects the way various stakeholders of an organization behave, interacts and commit to the accomplishment of the prescribed task that serves the organization within which they relate. Again, organization behaviour is that trait that uniquely distinguishes an organization from the other. Based on that understanding of organizational behaviour, this paper seeks to elaborate on the study of organizational behaviour as a way of managing an organization towards optimal performance. The paper elaborates on the component elements of organizational behaviour, the role of organizational behaviour and how that behaviour affects the daily operations of an organization.
Finally, the paper illustrates how organization behaviour plays out in view of the 21st-century business challenges and opportunities. The Elements of Organisation Behaviour Organization Behaviour (OB) is a product of the individuals and groups within an organization, mainly discerned from how they interact with each other and with the roles assigned to each one of them. OB encompasses a very wide range of variants such as organization attitude and response to change, human behaviour, leadership style, teamwork, communication channels etc.
The component elements of organizational behaviour are interrelated and sometimes overlapping. They serve as the basic principles on which an organization functions as a singular identity to all its stakeholders (Robbins, 2002). According to Robbins (2002), at the very base on which every organisation rests, we have values, vision, goals and management’ s philosophy as the pillars of organisation behaviour. These values, vision, goals and philosophy define what the organisation is, its identity, it practices and it's a way of doing things (culture). Every member of the organisation (managers or junior employees) always acts in correspondence to the vision, goals, values and philosophy that the organisation ascribes to. Once these are established, the derived way of doing things (organizational culture) is gradually composed in the formal, informal and social segment of the organisation’ s existence.
The groups that form within the organisation are mostly defined by the culture as is the image the organisation portrays to the outside society. The formulated culture is what determines the leadership style adopted in the organisation, the modes and channels of communication employed between individuals and groups of an organisation and finally the group dynamics at play within that organization.
All these are derivatives of the organisation culture. Further, the employees of that organisation will perceive the quality of their work-life in relation to the established culture, thus determining the degree of their motivation to perform their assigned tasks. Ultimately, the performance of each employee, the individual satisfaction in the job and the personal growth and development of each employee will rely on that degree of motivation. Now, when all these component elements combine, they build the very framework the concerned organization will perpetually operate from, the organisation behaviour in short.
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