JCR10 2 PDF

Journal of Comprehensive Research, Volume 8, Page 13
ORGANIZATIONAL BEHAVIOR
Dr. I. Chaneta
Faculty of Commerce
University of Zimbabwe
ABSTRACT
Mullins (2005) defines organizational behavior as the study and understanding of

individual and group behavior and patterns of structure in order to help improve
organizational performance and effectiveness. Cole (1998) states that organizational
behavior is a term applied to the systematic study of the behavior of individuals within
work groups, including an analysis of the nature of groups, the development of structures
between and within groups and the process of implementing change.
The definitions indicate that the principal issues addressed by organizational
behavior are: -
• Individual behavior and performance at work;
• The nature and working of people in groups;
• The nature of social structures and organization design at work;
• The processes involved in adapting behavior to meet changing conditions.
There is close relationship between organizational behavior and management

theory and practice. Some writers suggest that organizational behavior and management
are synonymous, but this is something of an over-simplification because there are many
broader facts to management.
Key Words: organizational behavior, external environment, individual behavior,

sociological approach, organizational culture.
Organisational Behavior
INTRODUCTION
The variable outlined above provides parameters within which a number of

interrelated dimensions can be identified – the individual, the group, the organization and
the environment – which collectively influence behavior in work organizations.
Organizations are made up of their individual members. The individual is a
central feature of organizational behavior and a necessary part of any behavioral
situation, whether acting in isolation or as part of a group, in response to expectations of
the organization, or as a result of the influences of the external environment. Where the
needs of the individual and the demands of the organization are incompatible, this can
result in frustration and conflict. It is the task of management to integrate the individual
and the organization, and to provide a working environment which permits the
satisfaction of individual needs as well as the attainment of organizational goals.
The Group
Groups exist in all organizations and are essential to their working and
performance. The organization comprises groups of people and almost everyone in an
organization will be a member of one or more groups. Informal groups arise from the
social needs of people within the organization. People in groups influence each other in
many ways, and groups may develop their own hierarchies and leaders. Group pressures
can have a major influence over the behavior and performance of individual members.
An understanding of group structure and behavior complements knowledge of individual
behavior and adds a further dimension to organizational behavior.
THE ORGANIZATION
Individuals and groups interact within the structure of the formal organization.
Structure is created by management to establish relationships between individuals and
groups, to provide order and systems and to direct the efforts of the organization into
goal-seeking activities. It is through the formal structure that people carry out their
organizational activities in order to achieve aims and objectives. Behavior is affected by
patterns of organizational structure, technology, styles of leadership and systems of
management through which organizational processes are planned, directed and
controlled. The focus of attention, therefore, is on the impact of organizational structure
and design, and patterns of management, on the behavior of people within the
organization. For example, McPhee (1996) refers to the growth in the nature and
importance of organizational structures and their essence, and for greater emphasis, on
business-to-business (B2B) depth or group interviewing as part of an insight into business
and organizational behavior.
ENVIRONMENT
The organization functions as part of the broader external environment of which it

is a part. The environment affects the organization through, for example, technological
and scientific development, economic activity, social and cultural influences and
governmental actions, the effects of the operation of the organization within its
environment reflect in terms of the management of opportunities and risks and the
successful achievement of its aims and objectives. The increasing rate of change in
environmental factors has highlighted the need to study the total organization and the
processes by which the organization attempts to adapt to the external demands placed
upon it. Increasing globalization means that organizations must respond to different
market demands and local requirements. Globalization impacts on organizational
behavior, and places greater emphasis on processes within organizations rather than
functions of the organization.
APPROACHES TO ORGANIZATIONAL BEHAVIOR
These different dimensions provide contrasting but related approaches to the

understanding of human behavior in organizations. They present a number of alternative
pathways for the study of subject and level of analysis. It is possible, for example, to
adopt a psychological approach with the main emphasis on the individuals of which the
organization is comprised. Psychological aspects are important but, by themselves,
provide too narrow an approach for the understanding of management and organizational
behavior.
It is also possible to adopt a sociological approach concerned with a broader
emphasis on human behavior in society. Sociological aspects can be important. A number
of sociology writers seem set on the purpose of criticizing traditional views of
organization and management.
The study of behavior can be viewed in terms of three main disciplines -
psychology, sociology and anthropology. All three disciplines have made an important
contribution to the field of organizational behavior.
Psychologists are concerned, broadly speaking, with the study of human behavior,
with traits of the individual and membership of small social groups. The main focus of
attention is on the individual as a whole person, or what can be termed the ‘personality
system’, including, for example, perception, attitudes and motives.
Sociologists are more concerned with the study of social behavior, relationships
among social groups and societies, and the maintenance of order. The main focus
attention is on analysis of social structures and positions in those structures - for example,
the relationship between the behavior of leaders and followers.
Anthropologists are more concerned with the science of mankind and the study of
human behavior as a whole. As far as organizational behavior is concerned, the main
focus of attention is on the cultural system, the beliefs, customers, ideas and values
within a group and the comparison of behavior among different cultures - for example,
the importance of Muslim women wearing trousers to work. People learn to depend on
their culture to give them security and stability, and they can suffer adverse reactions to
unfamiliar environments.
The contribution of relevant aspects of psychology, social and anthropology aid
our understanding of the behavior of people in work organizations, and underpin the field
of organizational behavior. Behavioral science attempts to structure organizations in
order to secure the optimum working environment. It is concerned with reconciling the
needs of the organization for the contribution of maximum productivity, with the needs of
individuals and the realization of their potential. Emphasis is on the application of

relevant aspects of psychological and sociological theory and practice, and cultural
influences, to problems of organization and management in the work situation.
In terms of the applications of behavioral science to the management of people,
we need also to consider the relevance and applications of philosophy, ethics and the law.
ORGANIZATIONAL CULTURE
Psychologists say that every individual has what they call personality. An
individual personality is made up of a set of relatively permanent and stable traits. When
we describe someone as warm, innovative, relaxed or conservative, we are describing
personality traits. An organization, too, has personality which we call its culture.
Organizational culture is a system of shared meaning within an organization that
determines, in large degree, how employees act (Robbins and Coulter, 1996).
Organizational culture represents a common perception held by the organization's
employees. Just as tribal cultures have rules and taboos that dictate how members act
toward one another and outsiders, organizations have cultures that govern how their
employees should behave. In every organization, there are systems or patterns of values,
symbols, rituals, myths and practices that have evolved over time. These shared values
determine, in large degree, what employees see and how they respond to their world.
When confronted with a problem, the organizational culture restricts what employees can
do by suggesting the correct way with which the organization solves the problem.
Research suggests that there are seven dimensions that, in aggregate, capture the
essence of an organization's culture. The dimensions are: -
• Innovation and risk taking:

The degree to which employees are encouraged to be innovative and to take risks.
• Attention to detail:
The degree to which employees are expected to exhibit precision, analysis and
attention.
• Outcome orientation:
The degree to which managers focus on the result or outcomes rather than on the
techniques and processes used to achieve those outcomes.
• People orientation:
The degree to which management decisions take into consideration the effect of
outcomes on people with the organization.
• Team orientation:
The degree to which work activities are organized around teams rather than
individuals.
• Aggressiveness:
The degree to which people are aggressive and competitive rather than easy-
going.
• Stability:
The degree to which organizational activities emphasize the maintaining of the
status quo.
However, organizations differ from one to another on the strength of their

cultures. Organizations with strong cultures have key values which are intensely held and
widely shared. Such organizations have greater influence on employees than do those
with the weak cultures. The more employees accept the organization's key values and the
greater their commitment to those values, the stronger the culture is. Whether an
organization's culture is strong, weak or somewhere in between, depends on factors such
as the size of the organization, how long it has been around, how much turnover there has
been among employees and the intensity with which the culture was originated. One
study of organizational culture found that employees in firms with strong cultures were
committed to their firm than were employees in firm than were employees in firms with
weak cultures. The firms with strong cultures also used their recruitment efforts and
socialization practices to build employee commitment. An increased body of evidence
suggests that strong cultures are associated with high organizational performance.
CONCLUSION
The convectional view about culture and climate is that they exist at different
levels. Culture is usually taken to be very deeply embedded in subconsciously held
values, beliefs and have basic assumptions and so many organizational members that
might not be aware that a culture exists let alone how it affects their behavior.
Conversely, climate tends to be regarded as more of a surface phenomenon, with easily
identifiable effects on behavior. Although subculture can exist within organizations,
culture tends to be viewed as a persuasive phenomenon, whereas micro climate tends to
be regarded as more investable because many of the important factors directly influence
climatic conditions in which the group is located. The antecedents of climates are better
understood and it is usually assumed that climates change more quickly than cultures.
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Journal of Comprehensive Research, Volume 8, Page 13

Mullins (2005) defines organizational behavior as the study and understanding of

There is close relationship between organizational behavior and management

Key Words: organizational behavior, external environment, individual behavior,

The variable outlined above provides parameters within which a number of

The organization functions as part of the broader external environment of which it

APPROACHES TO ORGANIZATIONAL BEHAVIOR

These different dimensions provide contrasting but related approaches to the

individuals and the realization of their potential. Emphasis is on the application of

• Innovation and risk taking:

However, organizations differ from one to another on the strength of their

• Balshlow SC (1999). Traditional Exchange and Modern Markets: New York

• Revzan D.A. (1981). Wholesaling in Marketing Organizations, New York, John

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