Organisational Behaviour Assignment1
Name- Urvashi Saxena
Roll No- 038
MBA-2, DIV A
Q1. Write in detail the evolution of Organisational behaviour (OB):-
The evolution of organizational behaviour (OB) has been shaped by multiple
theoretical perspectives, changes in the nature of work, and a deeper understanding
of human psychology over time. This evolution can be traced from the early 20th
century to the present day, marked by different approaches to understanding how
individuals and groups function within organizations. Below is a detailed overview of
the evolution of organizational behaviour:
1. The Classical Era (Late 1800s to Early 1900s)
Scientific Management (Frederick Taylor):
In the early 1900s, Frederick Taylor introduced the idea of scientific management. He
focused on making work more efficient by breaking tasks down into smaller steps,
training workers to do those tasks in the best way, and paying workers based on how
much they produced. This approach treated workers more like machines than
people.
Max Weber and Bureaucracy:
Max Weber suggested that organizations should be structured in a clear, hierarchical
way, with strict rules. This helped ensure everyone knew their role and work was
done efficiently.
Henri Fayol’s Administrative Management:
Henri Fayol introduced 14 principles of management, like division of work, authority,
and unity of direction. These principles were aimed at creating clear roles and
responsibilities for better management.
2. The Human Relations Movement (1930s–1940s)
Hawthorne Studies (Elton Mayo):
The Hawthorne Studies found that workers were more productive when they felt
they were being watched and cared about. It showed that workers’ social and
emotional needs were just as important as the physical conditions of their work.
Mary Parker Follett’s Human Relations Approach:
Mary Parker Follett stressed the importance of teamwork and cooperation. She
believed that workers should be involved in decision-making and that organizations
should be like communities where people work together.
3. The Behavioural Science Movement (1940s–1950s)
Maslow’s Hierarchy of Needs:
Abraham Maslow introduced a theory about human needs, suggesting that people
are motivated to meet basic needs like food and safety before seeking higher needs
like respect and personal growth. This idea helped companies understand what
motivates employees.
Douglas McGregor’s Theory X and Theory Y:
McGregor developed two views of workers: Theory X assumes workers are lazy and
need strict control, while Theory Y assumes workers are motivated and capable of
responsibility. McGregor argued that managers should use Theory Y to inspire better
performance.
Herzberg’s Two-Factor Theory:
Frederick Herzberg’s theory divided job factors into hygiene factors (like salary and
working conditions) that prevent dissatisfaction, and motivators (like achievement
and recognition) that increase job satisfaction.
4. The Cognitive Revolution (1960s–1970s)
Cognitive Theory:
During the 1960s and 1970s, psychologists focused on how people think and make
decisions. They discovered that how people perceive situations and make sense of
their experiences strongly affects their behaviour at work.
Attribution Theory:
Attribution theory looks at how people explain the causes of events. For example, if
an employee does well, is it because of their skill or because they were lucky? This
influences how people act in organizations.
5. Modern Approaches (1980s–Today)
Organizational Culture:
By the 1980s, people began to see the importance of organizational culture. This
refers to the shared values and beliefs that guide behaviour in a company. A positive
culture can lead to better performance and employee satisfaction.
Contingency Approach:
The contingency approach says that there’s no one-size-fits-all way to manage
organizations. The best way to manage depends on the specific situation, such as the
company’s size, goals, and environment
Emotional Intelligence (EI):
In the 1990s, emotional intelligence became a key focus. It’s the ability to understand
and manage your own emotions, as well as understand and relate to the emotions of
others. People with high EI make better leaders and coworkers.
Positive Organizational Behaviour (POB):
In the 2000s, positive organizational behaviour (POB) emerged, focusing on strengths
like hope, optimism, and resilience. The idea is that organizations can thrive when
they foster a positive environment for employees.
Technology and Remote Work:
With the rise of technology and remote work, OB now includes studying how digital
tools, virtual teams, and online communication affect how people behave at work.
This is especially important as more people work from home.
Conclusion
The field of organizational behaviour has evolved from a focus on improving efficiency and
structure to understanding the deeper psychological, emotional, and social needs of
employees. Today, OB includes a mix of ideas about motivation, leadership, team dynamics,
culture, and technology. The goal is to create workplaces where people are motivated,
satisfied, and productive, and where organizations can adapt and thrive.