As with most sciences,
there exists a basis in which it is developed.
As in Organizational Behavior it is “the study of the structure and
functioning of organizations and the behavior of groups and individuals within
them” and “drawing primarily on the disciplines of sociology and psychology” (Warner,
1994), that present it as a science that has strong ties to other disciplines.
The history of
Organizational Behavior (OB) can be traced back to the Scientific Management
approaches from the Industrial Revolution as early as the late 1800’s with the
work of Frederic Winslow Taylor (1856-1915) (Wertheim). It is in this case, behavioral disciplines
that have shaped Organizational Behavior into a distinguishable discipline.
Of the options as it
relates to Organizational Behavior, four sciences have been identified as
having significant impact in OB’s development.
They are psychology, social psychology, sociology, and anthropology. Within each major category there exist individual
contribution dimensions that carry with it a unit of analysis affecting the individual,
group, and organizational system. Each
of following dimensions has been assigned to an individual behavioral science
(Robbins, Judge, 2007), as follows:
Psychology: As defined, “psychology is the science that
seeks to measure, explain, and sometimes change the behavior of human and other
animals” (Robbins, Judge, 2007).
Through Organizational
Behavior’s beginnings the science of psychology had with it particular
impact. Scientists saw particular
significance to psychology’s contribution through various contributions that
helped form the study of Organizational Behavior.
Learning:
This are of contribution became a significant element to Organizational
Behavior studies when scientists attempted to identify how people would learn
new skills within the workplace and how different learning styles would have to
address for employees.
Motivation: In order to optimize the performance of
members within any organization it is necessary to understand the individual
characteristics of such members and by attempting to fulfill their individual’s
needs creates a pattern in which to bring out the best in their efforts.
Personality: Psychology’s
research in personality contributes to OB ability to assess individual attitudes
and tie them to an organization or workgroup.
This can certainly be a key to identifying elements related to
motivation and other interpersonal dynamics.
Emotions:
Certainly an interrelationship between a person’s personality and motivation
include one’s emotions and the facets in which it is carried upon at work. Much discussion related to the concept of
emotions and employee effectiveness in which members are aware of the
tendencies and awareness of emotion has brought attention to this contribution
to OB’s ongoing development.
Perception: As one learned to adapt and find a place
within the organization their perception of what exists around them becomes
clear. How a member responds to the
organization and its members are key to determination their attitudes and
tendencies.
Training: Since
most organizations are compromised of individuals with various background and perspectives,
how an organization introduces the procedures, policies, and rule becomes a
challenge. Psychology’s contribution of
training to the study of OB permits organizations see how individuals respond
to training and how it can best serve the organization.
Leadership effectiveness: It is a long held belief that
the modern organization is more complex than ever before. The modern leader must take into account more
attributes and motivational elements.
Psychology has provided multiple means of measuring leadership and
developing statistical models of attributes and behaviors that make up an effective
leader.
Job satisfaction: Certain key metrics relating to an
organization’s effectiveness include job satisfaction of its members. How an organization provides an environment
and opportunity to bring out the best in its employees is certainly its ability
to explore the psychology of this work force.
Individual decision making: Decisions are made everyday by an organization’s members. The tendencies to make the correct decision
or the one that would be benefit the organization is certainly attributed to
the individual’s cognitive and psychological state. How one make such decisions and how it
affects the rest of the organization will certainly be an ongoing topic of
discussion as it relates to OB.
Performance appraisal:
The systematic process of providing employees feedback as to their individual
performance takes into account communication parameters and goal setting that
benefits both the individual and organization.
These cross roads of objectives and needs have within it a place in both
Psychology and OB.
Attitude measurement:
Psychology’s statistical work has provided much input related to OB as
it relates to member’s attitudes. How an
organization is to manage, reward, and create policy should include the mindsets
of its members and align to organizational objectives.
Employee selection:
The traits and characteristics of successful employees has been long
measured and analyzed. Psychology’s
impact in this area is great to include quantitative analysis of
characteristics found to be successful based upon position requirements and
organizational needs.
Work design: The
interconnection of worker and their environment to include machinery, climate,
temperature, and associated stressors has a direct connection to that workers
cognitive state and tendencies. Even the
study of personality and work design has come to the forefront. Psychology’s ability to contribute this
element to the ongoing management of an organization will continue to become an
issue as organizations seek optimal performance and efficiency.
Work stress: How a
person reacts to his/her environment and perception of that environment is
deeply affected by the perspective they hold and how they think. Stress being a potential positive negative
aspect of organizations certainly has a role in the study of OB.
Sociology: Sociology is defined “as the study of people
in relation to their social environment or culture” (Robbins, Judge, 2007). The impact that sociology has on Organizational
Behavior is significant as organizations at their nature are formations that
hold both a social environment and culture.
The elements of Sociology’s contribution to Organizational Behavior
include:
Communication: The
means and manner in which an organization’s member’s exchange information and
the effectives of such exchange is highly necessary for the effective
organization. Sociology’s contribution
towards this dynamic of organizations is valuable in order to optimize the
process and improve its accuracy.
Power: As shared
with Anthropology, the study of power, its presence, and influence within the
organization has within it a substantial role within the organization. In order to best analyze and assess an
organization, the role of power and authority and its influences is necessary.
Conflict: As a
natural by-product of any organization, conflict and its study are necessary in
order to identify and map the process of improvement within an organization as
well as predict potential calamity. The
study of conflict and its origins will be necessary to identify the sources and
solutions within the organization.
Intergroup behavior: With teaming being a critical next
step for many organizations, the role of intergroup behavior will have
increased necessity. The ability to
study the dynamics of a group and their exchanges can better help the OB
practitioner in facilitate the formation of groups within the organization for
organization benefit.
Formal organization theory: Even with many organizations moving to matrix
or less structured organization, the concepts related to the formal
organization will continue to provide necessarily information as to more
fluidity of structure in order to meet the coming demands and changing landscape
of organizations to meet shareholder and stakeholder needs.
Organizational technology: As technology’s presence becomes increasing
present, the tools and means in which an organization links equipment and
technology with human capital will become an important competitive
element. The study of how these interplay
contributes to how the organization may use such technology to its benefit.
Organizational change:
Change management has been at fore front of many organizations in order
to compete in the global market. How an
organization can adapt to environmental changes and needs will define its
future success.
Organizational culture: As shared with Anthropology, the
core elements of any organization and how to interpret such elements will
continue to be of significance to the organization. With employee engagement becoming more
important to many organizations, the tangible and intangible attributes of the
organization will either become a favorable aspect or challenge to the
organization.
Social Psychology: As defined, “an area within psychology that
blends concepts from psychology and sociology and that focuses on the influence
of people on one another” (Robbins,
Judge, 2007). Social Psychology brings
together these two complimentary disciplines into Organizational Behavior. Within this discipline, the interplay of
individual and group come into focus.
Behavioral change/Attitude change: Currently and ongoing debate continues
concerning attitudinal versus behavioral changes and the impact it has for an
organization. Especially in the area of
customer service do we see this discussion the often. As organizations evaluate the merits of
modification of both issues, the study of this contributory element will an
important to the ongoing development of OB.
Group processes/Group decision making: As discussed above the study of group
dynamics and its impact will affect both processes and decision making for the
organization. As researchers and
managers continue to explore this element of social psychology and
organizational behavior the benefits will become revealed.
Anthropology: As defined,
anthropology “is the study of societies to learn about human beings and their
activities” (Robbins, Judge, 2007).
Realizing that organizations are micro versions of societies and
interdependent on society as a whole the relevance of its effect on OB becomes
clear.
Comparative
values/Comparative attitudes: Values
alignment has been discussed recently as it relates to employee selection and
performance. Certainly employee attitudes
affect behavior and in turn performance, but herein lies anthropology’s
contribution to how it might affect the outcomes of an organization.
Cross-cultural
analysis: Certainly the acceleration of
mergers and acquisitions will increase how an organization will blend different
organizational cultures that would strength geographies and multiple diversity dimensions. It is the analysis of multiple cultures and
their opportunities for cross pollination that will provide predictors of the
future impact of such consolidation.
Organizational
environment: The environment in which an
organization exists creates for it both opportunities and challenges. Anthropology’s contribution of this dimension
will certainly assist the study of Organizational Behavior in areas such as
workspace studies and the various employment arrangements available to
management.
As stated above, it is clear
there has existed substantial basis and precedence from these four behavioral
sciences as a foundation for Organizational Behavior. As each develops new theories and research it
presents new challenges and opportunities to find the highest level of
effectiveness for the Organizational Behavior practitioners.
References
Robbins, S. P., & Judge, T. A. (2007). Organizational behavior.
Upper Saddle River,
NJ: Pearson Prentice Hall.
Sussmann,
Mario, Vecchio, Robert P. (1982). A Social Influence Interpretation of Worker
Motivation. Academy of Management. The Academy of Management Review, 7(2), 177. Retrieved September 2, 2007, from ABI/INFORM
Global database. (Document ID: 944674).
Warner,
Malcolm (1994). Organizational behavior
revisited. Human Relations, 47(10), 1151. Retrieved September 2, 2007, from ABI/INFORM
Global database. (Document ID: 49053).
Wertheim, E. G. Historical background of
organizational behavior. Retrieved August 29, 2007, from
http://web.cba.neu.edu/~ewertheim/introd/history.htm#schools.
Worthen,
Helena (2004). Studying the workplace:
considering the usefulness of
activity theory. Convergence, 37(1), 23-29. Retrieved September 2,
2007, from ProQuest Education Journals database.
(Document ID: 772216201).