Organizational Behaviour
Critically evaluate the statement, ‘understanding organizational behavior is important to organizational success.’
Organizational behavior is both a vast and complex area of study. It concerns itself with the study of organizations and management, with a focus on anything relevant to the management, design and effectiveness of an organization. (John Martin – Organizational Behavior and Management 3rd Edition, Thomson Learning 2005, p.4.) I will critically evaluate why organizational behavior is important to the success of an organization by focusing specifically on two key areas: organizational structure and motivation.
Organizational behavior will vary depending on an organization’s structure. It is clear that many organizations inherit various different structures in order to accommodate for it’s particular needs. As stated by Helmy H. Baligh (Organization Structures, Theory and Design, Analysis and Prescription, p.33.) ‘ A number of the components of a structure are made up of the variables embedded in the transformations that the organization uses to attain whatever changes it aims to make in order to fulfill some goal it has.’ Many organizations today implement a fairly beaurcratic structure whereby all employees, from managers to subordinates, are treated as an integral part of the company, not only in the work that they do but also in their opinion. However, this is not necessarily the case for all organizations. Some organizations implement a very paternalistic structure, whereby they ensure that control and management remains at the top end of the employment hierarchy. This principle stems from the late 1800s and the early 1900s with the introduction of Taylorism and Fordism. However this is less common today as there have been signs since the 1980s that Taylorism is coming to an end. (Hans D. Pruijt, Job Design and Technology, Taylorism vs. Anti-Taylorism, p.2, Routledge London and New York 1997.)
Organizations will decide what sort of structure
Organizational behavior is both a vast and complex area of study. It concerns itself with the study of organizations and management, with a focus on anything relevant to the management, design and effectiveness of an organization. (John Martin – Organizational Behavior and Management 3rd Edition, Thomson Learning 2005, p.4.) I will critically evaluate why organizational behavior is important to the success of an organization by focusing specifically on two key areas: organizational structure and motivation.
Organizational behavior will vary depending on an organization’s structure. It is clear that many organizations inherit various different structures in order to accommodate for it’s particular needs. As stated by Helmy H. Baligh (Organization Structures, Theory and Design, Analysis and Prescription, p.33.) ‘ A number of the components of a structure are made up of the variables embedded in the transformations that the organization uses to attain whatever changes it aims to make in order to fulfill some goal it has.’ Many organizations today implement a fairly beaurcratic structure whereby all employees, from managers to subordinates, are treated as an integral part of the company, not only in the work that they do but also in their opinion. However, this is not necessarily the case for all organizations. Some organizations implement a very paternalistic structure, whereby they ensure that control and management remains at the top end of the employment hierarchy. This principle stems from the late 1800s and the early 1900s with the introduction of Taylorism and Fordism. However this is less common today as there have been signs since the 1980s that Taylorism is coming to an end. (Hans D. Pruijt, Job Design and Technology, Taylorism vs. Anti-Taylorism, p.2, Routledge London and New York 1997.)
Organizations will decide what sort of structure
Bibliography: (John Martin – Organizational Behavior and Management 3rd Edition, Thomson Helmy H. Baligh (Organization Structures, Theory and Design, Analysis and Prescription, p.33. Hans D. Pruijt, Job Design and Technology, Taylorism vs. Anti-Taylorism, p.2, Routledge London and New York 1997. (Steven Tolliday, Transfering Fordism: The first phase of the overseas diffusion and adaptation of Ford methods, 1911-1939, p.55.) Karl Marx, 2nd edition, Routledge, Allen Wood, p.45. John Martin, Organizational Behavior and Management, Third Edition, Thomson, 2005, p.434)