In addition, factors like World War I, developments in psychology (eg. Freud) and later the depression, all brought into question some of the basic assumptions of the Scientific Management School. One of the primary critics of the time, Elton Mayo, claimed that this "alienation" stemmed from the breakdown of the social structures caused by industrialization, the factory system, and its related outcomes like growing urbanization.
Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives.
As we can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since many of these topics are covered elsewhere in the leadership guide, this paper will focus on a few parts of Organizational Behavior: elements, models, social systems, work life, action learning, and change.
The organization's base rests on management's philosophy, values, vision and goals. This in turn drives the organizational culture, which is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life, which directs their degree of motivation. The outcome is performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from.
This involved breaking down each task to its smallest unit and to figure out the one best way to do each job. Then the engineer, after analyzing the job should teach it to the worker and make sure the worker does only those motions essential to the task.. Taylor attempted to make a science for each element of work and restrict behavioral alternatives facing worker. Taylor looked at interaction of human characteristics, social environment, task, and physical environment, capacity, speed, durability, and cost. The overall goal was to remove human variability.
INTELLIGENCE COUNT THE CHICKENS BEFORE THEY HETCH
Since every success depends on judicious planning with appropriate strategy based on the work force, an organization can considerably rely on the workforce that possess intelligence demonstrated in their earlier records. Intelligence is a property of the mind that encompasses many related abilities, such as the capacities to reason, to plan, to solve problems, to think abstractly, to comprehend ideas, to use language, and to learn. In some cases, intelligence may include traits such as creativity, personality, character,