Organisational Behaviour

An Essay On
“Organizational Behavior Theories, Concepts,
Frameworks And Why They Are Important To
Organizational Life”

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 Table of Contents
Introduction.............................................................................................3

Examine the changing management practices from the early 20th

century.....................................................................................................3

The current theories, concepts, and evidence in organizational

behavior...................................................................................................5

Personality, individual differences and the relevance of different

motivation theories and their application:...........................................6

The influences of organizational culture and structure:.....................8

Analyzing the concept of managing groups and teams; workforce

diversity and globalization:....................................................................9

Concept of learning organizations:.....................................................11

Conclusion:............................................................................................12

Reference:..............................................................................................14

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Introduction
Organization refers to a formal social structure designed to achieve specific goals and objectives.
Organizational behavior, on the other hand, is the study of how people behave within an
organization (Ross, 2021). It is an interdisciplinary field that combines the principles of
sociology, psychology, and management to understand the behavior of individuals, groups, and
organizations. The theories, concepts, and frameworks of organizational behavior play a vital
role in improving the performance of organizations by providing insights into the behavior of
employees. The aim of this study is to examine the theories, concepts, and frameworks of
organizational behavior and explore their significance in organizational life. The essay will
analyze the behavior of individuals, groups, and organizations and understand how it affects the
performance of the company. Furthermore, the essay will highlight the importance of
organizational behavior for managers and provide insights into how they can use it to create a
positive work environment, foster motivation, and drive high levels of performance. Through
this essay, it could be possible to gain a deeper understanding of the dynamics of organizational
behavior and its impact on organizational life.

Examine the changing management practices from the early 20th century.
The early 20th century was characterized by changes in the way businesses were managed. Prior
to this time, management practices were often based on tradition, personal experience, and
authority rather than systematic processes and scientific methods (Understanding best practices
2014). However, with the growth of industry and commerce in the 20th century, new
management practices emerged, and old ones were modified or discarded. Here are some of the
key changes in management practices that took place in the early 20th century: Another early
20th-century management practice was bureaucratic management, which was developed by Max
Weber. This approach emphasized formal rules, procedures, and hierarchical relationships within
organizations, and was designed to increase efficiency and control. This approach was

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particularly suited to large organizations and was widely adopted in the public sector and in large
corporations (Waldo, 1969). During the 1930s and 1940s, a new management practice emerged
that emphasized the importance of human relationships in the workplace. This was known as the
human relations movement and was led by researchers such as Elton Mayo, who emphasized the
importance of considering the social and psychological needs of workers to increase motivation
and productivity (Human relations movement 2007). In the latter part of the 20th century, a new
approach to management emerged that was based on the principles of Lean Manufacturing. This
approach emphasized the importance of minimizing waste and maximizing efficiency, and was
characterized by a focus on continuous improvement, customer satisfaction, and employee
involvement (Gorecki & Pautsch, 2015). In recent years, there has been a growing emphasis on
agile management, which is based on the principles of Agile software development. This
approach emphasizes flexibility, collaboration, and continuous improvement, and is particularly
well-suited to organizations that operate in rapidly changing environments (Gorecki & Pautsch,
2015).

With the growth of global competition in the latter part of the 20th century, there was a growing
recognition of the importance of strategic management. This approach focuses on the long-term
direction of an organization and the allocation of its resources to achieve its goals (Das, 2019).
Strategic management involves the development of a strategic plan that outlines an organization's
vision, mission, objectives, and strategies, and helps to ensure that all parts of the organization
are aligned and working towards a common goal. Another important management practice that
emerged in the late 20th century was performance management. This approach involves setting
performance goals and standards, measuring performance, and providing feedback to employees
in order to improve their performance. Performance management helps organizations to align the
performance of employees with their goals and objectives and to ensure that resources are being
used effectively (Gorecki & Pautsch, 2015). In recent years, there has been a growing
recognition of the importance of talent management, which involves the identification,
development, and management of an organization's human resources. This approach involves the
development of talent management strategies that help organizations to attract, retain, and
develop talented employees, and to ensure that they are aligned with the organization's goals and
objectives (Das, 2019). In recent years, there has been a growing recognition of the importance
of diversity and inclusion in organizations. This approach involves creating a workplace culture

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that values and respects the differences among employees and encourages the participation and
contributions of all employees, regardless of their race, gender, ethnicity, or other differences
(Taylor & Lee, 2014). Diversity and inclusion practices help organizations to create a more
inclusive and supportive workplace environment and to improve their ability to attract and retain
a diverse workforce. Management practices have evolved significantly over the course of the
20th century and continue to evolve in response to changing needs and demands. From scientific
management and bureaucratic management to the human relations movement, quality
management, lean management, agile management, strategic management, performance
management, talent management, and diversity and inclusion, management practices have
developed and changed over time to meet the changing needs of organizations (Das, 2019).

The current theories, concepts, and evidence in organizational behavior.

Organizational behavior is a field of study that focuses on the behavior of individuals and groups
within an organization. It seeks to understand the complex relationships between organizational
structures, culture, and employee attitudes and behaviors (Gorecki & Pautsch, 2015). There are
several theories, concepts, and evidence that have been developed in the field of organizational
behavior, which can be used to help organizations better understand how to foster a positive
work environment and improve employee satisfaction. One of the key theories in organizational
behavior is contingency theory. This theory suggests that there is no single best approach to
managing an organization, but rather that the best approach depends on the particular
circumstances of the organization. For example, a highly centralized structure may be effective
in a stable and predictable environment, while a decentralized structure may be more effective in
a rapidly changing and uncertain environment. Evidence for contingency theory can be seen in
the different approaches used by organizations in different industries, such as the difference
between how a technology startup might be structured compared to a more established
manufacturing company (Wainer, 2019). Another important concept in organizational behavior
is the idea of organizational culture. Culture refers to the shared values, beliefs, and practices that
define an organization and shape its behavior (Equity, diversity and inclusion 2021). Evidence
for the importance of organizational culture can be seen in the way that culture affects employee
attitudes, behaviors, and job satisfaction. For example, a strong culture that values collaboration

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and open communication is likely to foster a positive work environment, while a culture that is
characterized by secrecy and competition may lead to low morale and poor performance. A third
key area of organizational behavior is the study of employee motivation. Motivation is the force
that drives an individual to engage in certain behaviors. Evidence from the field of organizational
behavior suggests that employees are motivated by a variety of factors, including recognition,
opportunities for growth and development, and meaningful work. Additionally, research has
shown that when employees feel valued and engaged, they are more likely to be productive and
motivated to achieve the goals of the organization (K & Kioko, 2018).

A related area of organizational behavior is employee engagement. Employee engagement refers

to the degree to which an employee is emotionally and intellectually invested in their work.
Evidence suggests that engaged employees are more likely to be productive, committed, and
satisfied with their jobs, and are less likely to leave the organization (Das, 2019). On the other
hand, disengaged employees are more likely to be unproductive, less committed, and more likely
to leave the organization. Finally, it is important to consider the role of leadership in shaping
organizational behavior. Effective leadership can have a significant impact on the culture and
performance of an organization. Evidence suggests that leaders who are visionary, inspiring, and
effective communicators are more likely to be successful in creating a positive work
environment and promoting employee engagement. On the other hand, leaders who are
autocratic, rigid, and unresponsive to employee needs are less likely to be effective.
Organizational behavior is a complex and multi-disciplinary field of study that has much to offer
organizations seeking to improve their performance and create a positive work environment (Tal
& Comesaña, 2015).

Personality, individual differences and the relevance of different

motivation theories and their application:

Personality refers to the unique combination of traits, behaviors, and characteristics that make up
an individual's distinct way of experiencing and engaging with the world (Baumert et al., 2019).

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It is shaped by a complex interplay of genetics, environment, and personal experience, and can
have a significant impact on an individual's thoughts, emotions, and behaviors. Individual
differences refer to the diverse ways in which people differ from one another (Baumert et al.,
2019). This includes differences in personality, abilities, values, beliefs, and motivations.
Understanding individual differences is important in a variety of fields, including psychology,
education, and human resource management. Motivation theories attempt to explain why people
behave the way they do and what drives them to engage in certain behaviors. There are several
key motivation theories, including:

Maslow's Hierarchy of Needs: This theory posits that human needs are arranged in a hierarchy,
with lower-level needs (such as physiological and safety needs) taking precedence over higher-
level needs (such as self-actualization) (Setiawan, 2015).

Self-Determination Theory: This theory suggests that motivation is driven by three basic
psychological needs: autonomy, competence, and relatedness (Setiawan, 2014). People are most
motivated when they feel in control of their own lives, capable of achieving their goals, and
connected to others.

Expectancy Theory: This theory states that people are motivated by the belief that their efforts
will lead to desired outcomes, and that these outcomes are valuable to them (Green, 2014).

Goal-Setting Theory: This theory suggests that people are motivated by specific, challenging
goals, and that the process of pursuing these goals leads to improved performance (Miller, 2020).

The relevance of these different motivation theories lies in their ability to explain and predict
human behavior. For example, in an educational setting, understanding Maslow's Hierarchy of
Needs can help educators ensure that students' basic needs are met so that they are better able to
focus on their studies. In a workplace setting, applying the principles of Self-Determination
Theory can lead to improved job satisfaction and performance, as employees feel more
autonomy, competence, and connection to their work. One of the key applications of motivation
theories is in the field of human resource management. By understanding the underlying drivers
of employee motivation, organizations can create environments that support and encourage
productivity and engagement. For example, goal-setting theory can be used to design effective
performance management systems, while Expectancy Theory can be used to understand what

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outcomes employees value and what they expect to receive in return for their efforts (Aarts,
2020). It is important to note that different individuals will be motivated by different factors, and
that a single motivation theory may not be equally applicable to all people. Understanding
individual differences is crucial in this context, as it allows organizations to tailor their
motivational strategies to meet the unique needs and motivations of each employee. Personality
and individual differences play a critical role in shaping an individual's motivations and
behaviors. A variety of motivation theories have been developed to explain why people act the
way they do, and these theories can have significant practical applications in fields such as
education and human resource management.

The influences of organizational culture and structure:

Organizational culture refers to the shared values, beliefs, behaviors, and norms that characterize
an organization (Gabriel, 2019). It affects employee behavior and decision-making, as well as the
organization's overall performance and competitiveness. Organizational structure refers to the
formal system of authority, communication, roles, and responsibilities within an organization. It
determines how tasks are divided, how information flows, and how authority is delegated. Both
organizational culture and structure can have a significant impact on an organization's success
(Derek Salman Pugh, 1979). A positive and supportive culture can improve employee morale,
motivation, and job satisfaction, leading to higher productivity and lower turnover. A well-
designed structure can increase efficiency, accountability, and decision-making speed, while also
promoting clear communication and effective resource allocation. However, a misaligned culture
or structure can also lead to negative consequences, such as decreased innovation, low employee
engagement, and ineffective decision-making. It is important for organizations to regularly
evaluate and adjust both their culture and structure to ensure they support their goals and
objectives. Organizational culture can also shape an organization's image and reputation,
influencing its ability to attract and retain customers, clients, and employees. For example, a
company with a culture of transparency and ethical behavior is likely to have a better reputation
than one with a culture of secrecy and disregard for ethical standards. Organizational structure
can also have an impact on an organization's adaptability and ability to respond to change. A
rigid structure can make it difficult for an organization to quickly respond to new challenges or

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opportunities, while a flexible structure can allow an organization to quickly pivot and take
advantage of new opportunities (Walentynowicz, 2019).

Organizational culture and structure are interdependent and play a crucial role in determining an
organization's success. A well-aligned and supportive culture can enhance employee motivation
and job satisfaction, while a well-designed structure can increase efficiency and decision-making
speed Organizational culture can also shape an organization's image and reputation, influencing
its ability to attract and retain customers, clients, and employees. For example, a company with a
culture of transparency and ethical behavior is likely to have a better reputation than one with a
culture of secrecy and disregard for ethical standards. Organizational structure can also have an
impact on an organization's adaptability and ability to respond to change. A rigid structure can
make it difficult for an organization to quickly respond to new challenges or opportunities, while
a flexible structure can allow an organization to quickly pivot and take advantage of new
opportunities. Organizational culture and structure are interdependent and play a crucial role in
determining an organization's success. A well-aligned and supportive culture can enhance
employee motivation and job satisfaction, while a well-designed structure can increase efficiency
and decision-making speed. It is important for organizations to regularly assess and adjust both
their culture and structure to ensure they remain aligned with their goals and objectives (Momani
and St. Amand, 2015).

Analyzing the concept of managing groups and teams; workforce

diversity and globalization:
Managing groups and teams refers to the process of leading and coordinating a group of
individuals towards a common goal. This includes tasks such as setting clear expectations,
building trust, facilitating communication, and mediating conflicts. Effective management of
groups and teams is crucial for achieving high performance and success (Jaqua and Jaqua, 2019).
Workforce diversity refers to the variety of differences between individuals in the workplace,
such as race, gender, age, cultural background, and experiences. Managing a diverse workforce
presents both challenges and opportunities. It requires sensitivity, flexibility, and an
understanding of how differences can impact interactions and decision-making. Globalization

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refers to the increasing interconnectedness and interdependence of countries and businesses
worldwide. This has led to an increase in cross-cultural and remote work environments, requiring
a greater understanding of cultural differences and an ability to work effectively with people
from different backgrounds. Globalization has also led to increased competition and a need for
businesses to be more efficient and effective in managing their workforce. managing groups and
teams also requires effective delegation of tasks and responsibilities, as well as regular feedback
and performance evaluations. Building a positive team dynamic and creating a supportive work
environment are also important factors in successful team management (Fletcher, 1999). In a
diverse workforce, recognizing and valuing differences can lead to increased creativity,
innovation, and improved decision-making. To effectively manage a diverse workforce, leaders
must create an inclusive workplace culture and implement practices that promote equal
opportunities and respect for all employees (Scheel et al, 2014). Globalization has brought about
many changes in the way businesses operate, including increased competition, globalization of
markets, and the need for a more mobile workforce. In this environment, companies must adapt
to the diverse needs and expectations of a global workforce and find ways to effectively
communicate and collaborate with remote teams. This requires effective cross-cultural
management skills, including understanding and respecting cultural differences, building trust,
and promoting open communication.

Managing groups and teams, valuing workforce diversity, and navigating the challenges of
globalization are all critical components of success in today's dynamic business environment.
Effective leaders must be able to balance the unique demands of each to build high-performing
and diverse teams that can operate effectively in a globalized world. Moreover, companies that
effectively manage diversity and inclusion can benefit from increased employee satisfaction and
engagement, improved decision-making, and increased innovation. A diverse workforce also
allows companies to better serve a diverse customer base and gain a competitive advantage in a
global marketplace. globalization has also created the need for companies to be more flexible
and adaptable in order to respond to rapidly changing business conditions. This includes being
able to quickly reassign resources and adjust strategies to respond to new opportunities and
challenges. However, globalizations can also bring about challenges such as cultural
misunderstandings, language barriers, and time differences, which can impact communication
and collaboration. To effectively manage a global workforce, companies must be prepared to

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invest in cross-cultural training and provide the necessary resources and support to help remote
teams work together effectively. In conclusion, managing groups and teams, valuing workforce
diversity, and adapting to the challenges of globalizations are complex and interrelated
challenges that require ongoing attention and effort. Companies that can effectively balance
these demands will be well-positioned to succeed in a dynamic and rapidly changing business
environment. Additionally, effective team management also involves fostering a culture of
accountability and continuous improvement. This includes setting clear goals, establishing
performance metrics, and regularly reviewing and adjusting processes and practices to ensure
teams are operating at their best (Higgs, 1996). Diversity and inclusion also play a key role in
attracting and retaining top talent. A workplace that values and respects diversity can create a
more inclusive and supportive work environment that is attractive to a wider range of job
seekers. By building diverse teams, companies can benefit from the unique perspectives and
experiences of employees from different backgrounds, and drive innovation and growth.
However, companies must also be mindful of the potential for cultural bias and prejudice to
undermine the benefits of diversity. Leaders must be vigilant in promoting inclusivity and
creating an environment where all employees feel valued and respected, regardless of their
background. Effective management of groups and teams, valuing workforce diversity, and
adapting to the challenges of globalizations are complex and interrelated challenges that require
ongoing attention and effort. Companies that can effectively balance these demands will be well-
positioned to succeed in a dynamic and rapidly changing business environment.

Concept of learning organizations:

in a learning organization, leaders play a critical role in fostering a culture of continuous
improvement and learning. They encourage employees to take ownership of their own
development and provide opportunities for growth and professional development. Effective
learning organizations also recognize the value of diversity and encourage collaboration across
teams and departments. By bringing together individuals with different backgrounds,
experiences, and perspectives, organizations can drive innovation, improve problem-solving, and
drive better results. Another important aspect of a learning organization is a focus on continuous
feedback and performance management. Employees are regularly provided with feedback on

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their performance, and teams and individuals are held accountable for their results. This helps to
ensure that learning and development is aligned with business goals and that employees are
making the most of their learning experiences. Key characteristics of a learning organization
include:

A commitment to continuous improvement: Companies foster a culture of continuous learning

and growth and view challenges as opportunities for development.

Shared vision and purpose: Teams work together towards a common goal and understand how
their individual efforts contribute to the overall success of the organization.

Systems thinking: Organizations look at problems holistically and understand how different parts
of the organization impact each other.

Empowered and engaged employees: Teams and individuals are encouraged to take ownership of
their work and are provided with the necessary resources and support to be successful.

Finally, learning organizations must be willing to embrace change and experimentation. They
must be willing to try new approaches, even if they may not always work out as planned. By
being open to new ideas and being willing to learn from failures, organizations can continuously
improve and stay ahead of the curve. The concept of a learning organization is a powerful
framework for fostering a culture of continuous improvement and learning. By encouraging
employees to be proactive in their own development, valuing diversity, and embracing change,
organizations can stay ahead of the curve and achieve better outcomes (Armstrong and Foley,
2003).

Conclusion:
The study of organizational behavior provides a comprehensive understanding of the behavior
and attitudes of individuals and groups within an organization. Theories, concepts, and
frameworks such as motivation, leadership, group dynamics, and organizational culture play a
critical role in shaping organizational life and determining the success of an organization.
Furthermore, organizations can also use these concepts to address complex challenges and
opportunities, foster continuous improvement, and achieve their strategic objectives. Ultimately,

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the study of organizational behavior is essential for organizations seeking to create a high-
performing and sustainable work environment that supports their employees, drives results, and
meets the needs of their stakeholders. Moreover, understanding organizational behavior also
helps organizations to be more effective in managing change, promoting diversity and inclusion,
and adapting to the challenges of globalization. Effective management of diversity can lead to a
more inclusive work environment that attracts and retains top talent, while an understanding of
global trends and cultural differences can help organizations to effectively operate and compete
in a rapidly changing business environment. In short, the study of organizational behavior is an
essential component of organizational life, providing the tools and insights necessary for
organizations to succeed in a rapidly changing and competitive environment. By investing in the
development of their employees and leaders, and by leveraging the latest research and best
practices in organizational behavior, organizations can continuously improve and drive better
outcomes for themselves, their employees, and their stakeholders (Jensen and Luthans, 2019).

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