Organisational Behaviour - K. Aswathappa - Google книги The nature of organisational behaviour, its foundations, its importance, and limitations 3. Human resource approach, contingency approach, productivity approach, systems approach, and interactionalism approach to the study of organisational behaviour 1. Ranking is done every year. Road map to our lives in organisations Helps us understand and predict organisational life Influences events in organisations Helps understand self and others better Helps a manager get things done better Helps maintain cordial relations Highly useful in the field of marketing Helps in career planning and development Helps sustain the temp of economic growth.
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Twelfth Revised Edition K. Aswathappa, Ph. Former Director,. Canara Bank School of Management Studies,. Organisational Behaviour book. Overview[ edit ] Chester Barnard recognized that individuals behave differently when acting in their organizational role than when acting separately from the organization.
One of the main goals of organizational behavior is "to revitalize organizational theory and develop a better conceptualization of organizational life". Although there are similarities and differences between the two disciplines, there is still confusion around differentiating organizational behavior and organizational psychology. The Industrial Revolution is a period from the s where new technologies resulted in the adoption of new manufacturing techniques and increased mechanization.
In his famous iron cage metaphor, Max Weber raised concerns over the reduction in religious and vocational work experiences. Weber analyzed one of these organizations and came to the conclusion that bureaucracy was "an organization that rested on rational-legal principles and maximized technical efficiency.
The successful manager knows this and is able to identify when he or she is inappropriately distorting a situation because of such perceptual tendencies.
Seek information from various sources to confirm or disconfirm personal impressions of a decision situation: The successful manager minimizes the biases of personal perceptions by seeking out the viewpoints of others. These insights are used to gain additional perspective on situations and the problems or opportunities they represent. Be empathetic-that is, be able to see a situation as it is perceived by other people: Different people will define the same situation somewhat differently.
Organizational Behavior The successful manager rises above personal impressions to understand problems as seen by other people. Influence perceptions of other people when they are drawing incorrect or incomplete impressions of events in the work setting: People act in terms of their perceptions.
The successful manager is able to influence the perceptions of others so that work events and situations are interpreted as accurately as possible and to the advantage of all concerned. Avoid common perceptual distortions that bias our views of people and situations: These distortions include the use of stereotypes and halo effects, as well as selective perception and projection. Successful managers are self-disciplined and sufficiently self-aware so that the adverse impacts of these distortions are minimized.
Avoid inappropriate attributions: Everyone has a tendency to try and explain why events happened the way they did or why people behaved as they did. The successful manager is careful to establish the real reasons why things happen and avoid quick or inappropriate attributions of casualty. Diversity management programmes: As firms globalize themselves, diversity management assumes greater relevance. The challenge for corporate executives is to leverage the benefits of this diversity while minimizing the perceptual and behavioural problems that tend to accompany heterogeneity.
Typically, these training programmes serve two purposes. First, they communicate the value of diversity. Second, these programmes help participants become aware of their personal biases and give them more accurate information about people with different backgrounds, thus avoiding perceptual distortions. All three of them drew from their experience to develop a model of effective organizational management, and each of their theories independently shared a focus on human behavior and motivation.
Taylor advocated for maximizing task efficiency through the scientific method. Named after automobile mogul Henry Ford , the method relied on the standardization of production through the use of assembly lines. This allowed unskilled workers to produce complex products efficiently. Sorenson later clarified that Fordism developed independently of Taylor.
Organizational Behavior - Open Textbook Library The success of the scientific method and Fordism resulted in the widespread adoption of these methods. In the s, the Hawthorne Works Western Electric factory commissioned the first of what was to become known as the Hawthorne Studies. These studies initially adhered to the traditional scientific method, but also investigated whether workers would be more productive with higher or lower lighting levels. The results showed that regardless of lighting levels, when workers were being studied, productivity increased, but when the studies ended, worker productivity would return to normal.
In following experiments, Elton Mayo concluded that job performance and the so-called Hawthorne Effect was strongly correlated to social relationships and job content. These theories underline employee motivation, work performance , and job satisfaction. Organisational Behaviour Simon, along with Chester Barnard , argued that people make decisions differently inside an organization when compared to their decisions outside of an organization.
While classical economic theories assume that people are rational decision-makers, Simon argued a contrary point. He argued that cognition is limited because of bounded rationality For example, decision-makers often employ satisficing , the process of utilizing the first marginally acceptable solution rather than the most optimal solution.
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