ORGANIZATIONAL BEHAVIOR
Muskaan Chaudhary
SHRM and HRCI Certified Human Resource Generalist || CHRMP Certified Advanced Human Resource Buisness Partner
APPROACHES TO ORGANISATIONAL BEHAVIOUR
Different approaches to organizational behavior have been developed as a result of numerous studies in the field.
The foundation of these studies was the quantification of human behavior and responses in the workplace. In order to maximize an organization's members' performance and productivity, the majority of organizational behavior approaches focus on inspiring them. Organizational behavior can be approached from three main perspectives.
CLASSICAL METHOD
The planning of work, the technical requirements of an organization, management principles and concepts, and the presumption of logical behavior were all highlighted in the classical approach to organizational behavior.
The foundation of the traditional theory of organizational behavior was the management theories developed by a number of academics, including Taylor, Fayol, Urwick, Mooney, Reiley, and Brech in the early years of the 20th century.
Determining the primary goals aids in the elucidation of roles and objectives across all organizational levels.
Effective organizational management requires careful consideration of the proper division of labor and delegation of authority. To ensure coordination and specialization, the roles and responsibilities need to be made clear.
A hierarchy of management, as well as the formal organizational structure and relationships, are emphasized.
Numerous authors from antiquity provided a number of guidelines for organizational behavior. Three of these principles—Mooney, Reiley, and others—apply to all kinds of organizations:
The principle of coordination places emphasis on the necessity of authority and discipline within organizations, as well as the need for individuals to act in unison with one another (Esprit De Corps).
The scalar chain principle denotes the chain of command at all managerial levels and places emphasis on the hierarchical structure of an organization. The communication that moves from the top to the bottom of the organizational hierarchy is referred to as the scalar chain. Information inside an organization should follow the scalar chain, according to the principle.
The principle of functionality: This principle places a strong emphasis on specialization and the differentiation of various job types.
It says that tasks should be distributed among staff members in an organization based on their qualifications and experience in order to increase the efficiency of employees.
The management theories included in the Classical approach are as follows:
Scientific management is predicated on the idea of organizing tasks to attain specialization, efficiency, standardization, and simplification. Four scientific management principles were proposed by F.W. Taylor in 1947. They are as follows:
No general guidelines at work
Scientific worker selection
Collaboration between labor and management as opposed to hostility
Workers' scientific training
Bureaucratic Management: According to this theory, the organization is a component of society at large. The definition of bureaucratic management is founded on the ideas of:
Organization
Expertise
Reliability
Consistency
Democracy with Rationality : Henry Fayol put forth the theory of administrative management, which is predicated on a number of management concepts.
A few Among them are: Task delegation; Accountability and Power Rules and Regulations Unification of command and direction Individual interest is subordinated Centralization of personnel compensation Equity in Scalar Chain Order.
Furthermore, this theory defined management as a collection of organizing, commanding, planning, training, and coordinating functions.
NEO-CLASSICAL APPROACH
The foundation of the neo-classical approach to organizational behavior was established by the Hawthorne Experiment. In contrast to the authority-centered views of classical organizational theory, the majority of neoclassical thinkers place a greater emphasis on people. The neo-classical approach places emphasis on the idea that an organization is a social structure where people collaborate to accomplish important goals. This method, also known as the human resource approach, is people-oriented.
The neo-classical approach preserves the fundamentals of the classical approach, which focused on unity and scalar chain principles. On the other hand, the neo-classical approach emphasizes human relations in organizations and is essentially a behavioral science approach. The following can be used to summarize the core ideas of neo-classical theory:
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The state of the organization should be seen from both a social and technical perspective.
It is important to comprehend the social dynamics that shape group behavior when structuring the organization.
According to the neo-classical theory, increasing employee efficiency requires meeting their demands for recognition, a voice in decision-making, and general satisfaction. The following are the primary tenets of the neo-classical approach:
An organization is a social structure in which members collaborate to achieve its goals and objectives.
Workers are impacted by the social environment at work, and employees have an impact on the social environment.
Within the formal organization is an informal organization that influences the other.
Humans don't always behave in logical or sensible ways.
It is impacted by the social and psychological factors present in the surroundings.
Individuals possess distinct motivational styles that are influenced by their needs and desires.
More coordination between the organization and its workers is required since organizational objectives and personal objectives frequently clash.
An organization's ability to transfer information and maintain its smooth operation depends on effective communication. It acts as a conduit for evaluating the emotions and sentiments of the staff members.
Fostering cooperation among employees requires teamwork.
According to the neo-classical theory, organizational structures should be created in a way that facilitates the realization of the theory's central ideas. As per the theoretical framework, an organization ought to possess the subsequent three components:
The following section discusses the significance of these elements:
Organizational structure that is flat: Neo-classical theory favors the development of flat organizational structures as opposed to tall ones.
A flat organizational structure has comparatively fewer layers of middle management than a tall organizational structure. This suggests that there is a short chain of command from the top to the bottom and a large span of control (the number of workers reporting to a manager).
In addition, the flat structure minimizes hierarchical control and is less costly.
Decentralization The deliberate attempt to assign decision-making authority to the lowest levels of an organization is known as decentralization. This runs counter to the centralized decision-making system, which concentrates power in the hands of upper management alone. It provides about a sense of belongingness and participation among the employees, which motivates them to perform better.
Informal organization: The neo-classical theory differs from the classical theory in this regard. According to the neo-classical theory, there is an informal organization inside the formal organization. The purpose of the informal organization is to meet the psychological and social needs of the workers in the organization. The way these needs are met has a big impact on how employees behave.
MODERN APPROACH
The goal of the contemporary approach to organizational behavior is to transcend the drawbacks of the conventional (classical and neo-classical) approaches. The scientific explanations of the intricacies of organizational structure form the foundation of the contemporary methodology. There are two distinct approaches that further subdivide the modern approach.
The theory of system organization is another name for the systems approach. This theory, which dates back to the 1950s, saw an organization as a system of deliberately coordinated actions by different people within it. Organizations are seen as intentionally unified systems made up of interconnected components or subsystems, such as the mutually dependent technical, managerial, production, marketing, social, and political systems. Because each of these systems influences the others, there is a complex relationship between them and the operation of the organization. An event affecting the technical subsystem, for instance, might have a big effect on the organization's production subsystem. Consequently, these subsystems' interdependence is essential to achieving organizational goals.
There are three basic interlinks that connect one subsystem to another. These interlinks are:-
Communication process
Decision-making process
Balancing process
The Contingency Approach: The classical approach holds that there is a single optimal method of management that can be used in all organizations and situations. However, because they rely on various factors, situations within organizations differ in terms of their complexity and structure. To establish the most effective organizational practices, each situation must be carefully analyzed to identify the important variables. According to the contingency approach, an organization's internal and external environments serve as the foundation for its organizational structure. Organizational behavior varies depending on the technology, structure, individual and group members, and external environment that the organization faces. For instance, supervisors may assign employees more responsibilities if they show a desire to do so?liberty to their staff members to promote innovation at the workplace. Whereas, managers may adopt the directive management?styles in case employees are unwilling of taking responsibility.
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