Define Organizational Behaviour. Discuss the historical antecedents of organizational behaviour.

1. Definition of Organizational Behaviour

Organizational Behaviour (OB) is a multidisciplinary field that explores the behavior of individuals, groups, and organizations within the context of the workplace. It examines how people interact with each other, how organizations function, and how these dynamics impact productivity, performance, and employee well-being. OB integrates insights from psychology, sociology, anthropology, and management theory to understand and influence organizational effectiveness.

2. Historical Antecedents of Organizational Behaviour

a. Scientific Management (late 19th to early 20th century):
Scientific management, pioneered by Frederick Taylor, emphasized the systematic study of work processes to improve efficiency and productivity. Taylor's principles focused on optimizing tasks, standardizing procedures, and offering financial incentives to motivate workers. While scientific management revolutionized industrial production, critics raised concerns about its dehumanizing effects and its neglect of workers' social and psychological needs.

b. Hawthorne Studies (1920s and 1930s):
The Hawthorne Studies, conducted at the Western Electric Hawthorne Works, highlighted the importance of social and psychological factors in shaping workplace behavior. Researchers discovered that changes in lighting conditions led to improvements in worker productivity, not because of the lighting itself, but due to the increased attention and sense of importance workers felt as a result of being studied. This phenomenon, known as the Hawthorne effect, underscored the significance of social relationships, group dynamics, and employee morale in influencing productivity.

c. Human Relations Movement (1930s to 1950s):
The Human Relations Movement emerged as a response to the findings of the Hawthorne Studies, emphasizing the importance of employee satisfaction, motivation, and social factors in organizational performance. Scholars such as Elton Mayo, Kurt Lewin, and Abraham Maslow emphasized the role of leadership, communication, and employee well-being in fostering organizational effectiveness. This shift in perspective paved the way for a more humanistic approach to management, focusing on employee empowerment, participative decision-making, and job enrichment.

d. Systems Theory (1950s and 1960s):
Systems theory views organizations as complex, interconnected systems comprised of interdependent parts that interact with each other and their environment. Scholars like Ludwig von Bertalanffy and W. Ross Ashby applied principles from biology and cybernetics to understand organizational structure, communication, and adaptation. Systems theory highlighted the importance of considering the holistic nature of organizations, recognizing the dynamic interplay between various subsystems, and understanding the impact of external influences on organizational functioning.

e. Contingency Theory (1960s and 1970s):
Contingency theory asserts that there is no one-size-fits-all approach to organizational management, as the most effective strategies depend on the unique circumstances and context in which organizations operate. Scholars like Joan Woodward, Fred Fiedler, and Paul Lawrence examined how different organizational structures, leadership styles, and strategies are contingent upon factors such as industry type, organizational size, and environmental uncertainty. Contingency theory emphasized the importance of flexibility, adaptation, and situational awareness in organizational decision-making and management practices.

3. Conclusion

In conclusion, the historical antecedents of organizational behaviour have shaped the evolution of management theory and practice, from the principles of scientific management and the findings of the Hawthorne Studies to the emergence of human relations, systems theory, and contingency theory. By understanding the historical roots of OB, scholars and practitioners can gain insights into the complex dynamics of organizational life and develop strategies to enhance organizational effectiveness, employee satisfaction, and well-being in contemporary workplaces.