Understanding Organizational Behavior: Individuals, Groups, and Structure
Organizational Behavior: An Overview
Organizational behavior studies how individuals, groups, and the environment influence behavior within organizations to improve business efficiency. Adapting to individual differences is crucial for achieving organizational success.
Defining Organizational Behavior
Several authors have defined organizational behavior:
- Stephen Robbins (1998): “A field of study that investigates the impact of individuals, groups, and structure on behavior within organizations to apply knowledge gained in improving organizational efficiency.”
- Newstrom and Davis (1991): “The study and application of knowledge about how people act within organizations. It is a human tool for the benefit of people and applies generally to the conduct of persons in any kind of organization.”
- Gibson: “A discipline that investigates the influence of individuals, groups, and structure on behavior within organizations, to apply knowledge for their development.”
- Unknown Author: “The art that seeks to establish how individuals, groups, and the environment affect behavior within organizations, always seeking efficiency in business activities.”
These definitions highlight the importance of adapting organizations to diverse individuals. Key areas of study include organizational culture, climate, leadership, motivation, communication, teamwork, performance evaluation, and organizational structure.
Influencing Disciplines
Organizational behavior draws from various disciplines:
- Psychology: Focuses on individual behavior, including learning, perception, personality, motivation, and job satisfaction.
- Sociology: Studies social systems and group dynamics, including organizational culture, communication, and conflict.
- Anthropology: Contributes to understanding cultural differences in values, attitudes, and behaviors within organizations.
- Political Science: Examines individual and group behavior in political environments, including conflict, power dynamics, and manipulation.
Key Variables in Organizational Behavior
Organizational behavior considers several key variables:
Dependent Variables
- Productivity: Achieving goals efficiently (low cost).
- Absenteeism: Employee absence, which increases costs and hinders goal achievement.
- Turnover: Employee departure, leading to recruitment, selection, and training costs.
- Job Satisfaction: An employee’s overall attitude towards their work, influenced by compensation, working conditions, and supervisor relationships.
Independent Variables
- Individual-Level Variables: Biological characteristics (age, gender, marital status), personality, values, attitudes, skills, and perception.
- Group-Level Variables: Team dynamics, communication patterns, leadership styles, power dynamics, and conflict levels.
- Organizational-Level Variables: Organizational structure, HR policies, work stress levels, and internal culture.
Individual Variables in Detail
- Personality: How an individual reacts and interacts with others, shaped by biological, environmental, and situational factors.
- Perception: The process of interpreting and giving meaning to stimuli, influenced by individual experiences, conditioning, and motivation.
- Values: Basic beliefs that guide behavior and influence perceptions, attitudes, and motivation.
- Learning: A relatively permanent change in behavior resulting from observation, instruction, and practice.
Biographical Characteristics
- Age: Older workers may be more experienced but potentially less productive due to health issues.
- Gender: Few performance differences exist between genders, but women may have higher absenteeism rates due to family responsibilities.
- Marital Status: Married individuals are often perceived as more responsible and stable.
- Tenure: Seniority is linked to higher productivity and satisfaction but can also lead to resistance to change.
Skills
- Intellectual Skills: Abilities used for mental activities, such as numerical aptitude and verbal comprehension.
- Physical Skills: Strength, stamina, and dexterity required for specific tasks.
Personality Attributes
- Locus of Control: Whether individuals believe they control their destiny (internal) or external forces do (external).
- Machiavellianism: Believing that the end justifies the means.
- Self-Esteem: The degree to which one accepts oneself, influencing their ability to handle challenges.
- Self-Monitoring: Adapting behavior to different situations.
- Risk-Taking: Willingness to accept responsibility for decisions.
Learning
Learning involves changing behavior based on experience. Positive reinforcement is more effective than punishment for improving performance.
Values, Attitudes, and Job Satisfaction
Values, attitudes, and job satisfaction are interconnected and influence employee behavior. Values are fundamental beliefs that shape attitudes, which in turn affect job satisfaction. Key work-related attitudes include job satisfaction, commitment to work, and organizational commitment.
Measuring Job Satisfaction
- Global Scale: A single question assessing overall satisfaction.
- Sum Rating: Assessing satisfaction across various aspects of the job.
Job satisfaction is influenced by factors such as challenging work, fair compensation, suitable working conditions, and positive supervisor relationships. Dissatisfaction can lead to employee turnover or attempts to improve working conditions.