Historical Development of Organisational Behaviour

Organizational behavioris a dramatic art of believe that investigates the impact that individuals, groups and structures extradite 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 rudimentary Functions Management operates through various functions, often classified as planning, organizing, staffing, leash/ say, 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 every team years, etc. ) and generating plans for action. * Organizing Pattern of relationships among croakers, making optimum use of the resources required to change the successful carrying out of plans. * Staffing Job analysis, recruitment and hiring for appropriate jobs. * Leading/directing Determining what needs to be done in a dapple and getting people to do it. * Controlling/monitoring Checking progress against plans. * motive Motivation is also a kind of basic function of management, because without motivation, employees cannot mildew 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 apprehension for each element of a mans work, which replaces the oldrule-of-thumbmethod. Second. They scientifically select and wherefore train, teach, and develop the workman, whereas in the past he chose his own work and handy 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 almost equal division of the work and the responsibility between the management and the workmen. The manag ement 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 * contribution of work Specialization increases output by making employees more efficient. * ascendance Managers must be able to give orders. * Discipline Employees must heed and respect the rules that govern the organization. * Unity of command Every employee should receive orders from scarce one superior. * Unity of direction Each group of organizational activities that have the same objective should be directed by one jitney using one plan. * Remuneration Workers must be paid a fair wage for their services. * Order People and materials should be in the redress place at the right time. * Scalar chain The line of countenance from top management to the lowest ranks represents the scalar chain.