Historical Development of Organisational Behaviour

Organizational behavioris a range of aim that investigates the impact that individuals, groups and structures accommodate on behavior within an organization. It is an interdisciplinary field that includes sociology, psychology, communication, and management and it complements the academic studies oforganizational theory and human resource studies canonical Functions Management operates through various functions, often classified as planning, organizing, staffing, in the lead/ directing, and controlling/monitoring and motivation. * Planning Deciding what needs to happen in the future (today, next week, next month, next year, over the next basketb all in all team years, etc. ) and generating plans for action. * Organizing Pattern of relationships among releaseers, making optimum use of the resources required to modify the successful carrying out of plans. * Staffing Job analysis, recruitment and hiring for appropriate jobs. * Leading/directing Determining what needs to be d one in a short letter and getting people to do it. * Controlling/monitoring Checking progress against plans. * penury Motivation is also a kind of basic function of management, because without motivation, employees cannot serve effectively. History * F. W. Taylor and Scientific Management * Fayol * Hawthorne Studies * Theory X and Y 1. F. W. Taylor and scientific Management Taylors scientific management consisted of four principles First. They develop a light for each element of a mans work, which replaces the oldrule-of-thumbmethod. Second. They scientifically select and hence train, teach, and develop the workman, whereas in the past he chose his own work and accomplished himself as best he could.Third. They heartily cooperate with the men so as to insure all of the work being done in accordance with the principles of the science which has been developed. Fourth. There is an nearly equal division of the work and the responsibility between the management and the workmen. The management take over all work for which they are better fitted than the workmen, while in the past almost all of the work and the greater part of the responsibility were thrown upon the men. 2. Fayol * fraction of work Specialization increases output by making employees more efficient. * permission Managers must be able to give orders. * Discipline Employees must result and respect the rules that govern the organization. * Unity of command Every employee should receive orders from further one superior. * Unity of direction Each group of organizational activities that have the same objective should be directed by one tutor using one plan. * Remuneration Workers must be paid a fair wage for their services. * Order People and materials should be in the objurgate place at the right time. * Scalar chain The line of dictum from top management to the lowest ranks represents the scalar chain.