Organizational Behavior

Introduction
The organizations in which people work affect their thoughts, feelings, and actions in the
workplace and away from it. Likewise, people’s thoughts, feelings, and actions affect the
organizations in which they work. Organizational behavior is an area of inquiry concerned with
both sorts of influence: work organizations on people and people on work organizations. The
slice of the organizational behavior literature this paper addresses has to do with the feelings of
workers, how organizations affect them and how they affect organizations. As should become
clear in the following section, we choose to focus on the affective dimensions of organizational
behavior because, after a lapse of more than half a century, organizational researchers have
begun to demonstrate a serious interest in moods and emotions in the workplace.

Discussion

A. Concept of Organizational Behavior

Organizational Behavior involves the study and application of knowledge about how
people act within organizations, as individuals and within group (Newstrom& Davis, 2002)12,
what ―they think, feel and do in and around organizations‖ (McShane& Von Glinow, 2005).
Organizational Behavior is an interdisciplinary field of study seeking to understand the behavior
of individual, group and organizational processes in organizational settings (Baron, 1986)14
which is applied to better understand and manage people at work (Kreitner&Kinicki, 2007).
Organizational Behavior is applied on three levels namely the individual, group and the
organization as a whole. It ultimately aims to improve organizational effectiveness (Shani& Lau,
2000).

B. Objectives of Organizational Behavior

Johns and Saks (2008)17 states that the broad goals or objectives of Organizational
Behavior are the effective prediction, explanation and management of the behavior that occurs
in organizations, which may be described as follows:

 Predicting the behavior of others is an essential requirement for everyday life, both
inside and outside of organizations. The regularity of behavior in organizations permits
the prediction of future occurrences through systematic study.
  Explaining Organizational Behavioral events in organizations is a key goal of
Organizational Behavior. The ability to understand behavior is a necessary pre-requisite
for effectively managing it.

 Managing Organizational Behavior is defined as the art of getting things accomplished

in organizations through people. If behavior is predicted and explained, it can be
managed. In terms of Organizational Behavior points of view, prediction and explanation
constitute analysis, and management constitutes action.

Conclusion

The evolution from organization to organizing changes both the phenomena traditionally
studied by organizational research and the meaning of some traditional concepts. The answer
to the opening questions of this review is apparent. Core features of organizational research,
including its focus on performance and worker-firm relations, endure, but they do so with new
dimensions. Performance now involves a multiplicity of results pursued concurrently and with an
expanded focus on adaptive and sustained learning. Goal setting and leadership may converge
into self-management. However, new dynamics are evident in the shift toward an interactive
view of the employment relationship, reoriented from a focus on what managers offer workers to
how workers across all ranks access rewards contingent upon the firm’s strategic concerns. We
see an increasingly complex view of information processing, reflecting a more rapid cycling from
novel to routine and back again, characteristic of a more dynamic environment. There is also a
broader concern for the personal and societal impact of the way work is organized.

Reference:

https://files.eric.ed.gov/fulltext/ED558205.pdf