OBBBBBBBOrganizational Behavior (OB) is a field of study that examines the behavior of individuals and

groups within organizations and how it affects organizational effectiveness. It has evolved over time as
scholars and practitioners have sought to understand and improve the functioning of organizations. In
this response, I will discuss the evolution and development of Organizational Behavior, highlighting key
milestones and contributions, although please note that my knowledge is based on information
available up until September 2021.

1. Early Behaviorism (1900s-1930s):

The early development of OB can be traced back to the emergence of behaviorism in psychology during
the early 20th century. Behaviorism, championed by psychologists such as Ivan Pavlov, John B. Watson,
and B.F. Skinner, emphasized the study of observable behaviors rather than internal mental processes.
This approach influenced early OB research, which focused on understanding and modifying employee
behavior through reinforcement and conditioning techniques.

2. Hawthorne Studies (1920s-1930s):

The Hawthorne Studies conducted at the Western Electric Hawthorne Works in Chicago during the
1920s and 1930s marked a significant turning point in the development of OB. Led by researchers such
as Elton Mayo and Fritz Roethlisberger, the studies revealed that employee productivity was influenced
not only by physical working conditions but also by psychological and social factors. This finding led to a
shift in focus from the individual to the group and the recognition of the importance of human relations
in the workplace.

3. Human Relations Movement (1940s-1950s):

The Human Relations Movement, which emerged as a response to the findings of the Hawthorne
Studies, emphasized the importance of employee satisfaction, motivation, and social relationships in the
workplace. This movement, led by researchers such as Abraham Maslow, Douglas McGregor, and Rensis
Likert, emphasized the need to treat employees as individuals with unique needs and motivations. It
paved the way for the development of theories such as Maslow's Hierarchy of Needs and McGregor's
Theory X and Theory Y, which shaped subsequent OB research and practice.

4. Contingency Approach (1960s-1970s):

The contingency approach to OB, developed in the 1960s and 1970s, emphasized that there is no one-
size-fits-all solution to managing organizations. Scholars such as Joan Woodward, Fred Fiedler, and Jay
Galbraith argued that the effectiveness of organizational practices and management techniques
depends on the specific characteristics of the organization and its environment. This approach
emphasized the need to consider situational factors and adapt management practices accordingly.

5. Cognitive Revolution (1980s-1990s):

The cognitive revolution in psychology, which took place in the 1980s and 1990s, had a significant
impact on the development of OB. This shift in focus from behavior to mental processes influenced OB
research by examining topics such as decision-making, perception, and information processing within
organizations. Scholars such as Daniel Kahneman, Herbert Simon, and Richard Hackman contributed to
the understanding of cognitive processes in organizational contexts.

6. Contemporary Trends (2000s-present):

In recent years, OB has continued to evolve in response to emerging trends and challenges in the
workplace. Some key areas of focus include diversity and inclusion, work-life balance, employee well-
being, virtual work, and ethical behavior. Additionally, the advent of big data and advances in
technology have opened up new opportunities for studying and understanding organizational behavior,
such as the analysis of employee data to identify patterns and trends.

Citation:

Please note that as an AI language model, I don't have direct access to external sources or citations.
However, the information provided in this response is based on my understanding of the topic as a
language model trained on a diverse range of texts, including academic literature, books, and websites.
If you require specific citations, I recommend consulting relevant textbooks, research papers, or
scholarly articles on Organizational Behavior for more in-depth information and supporting
references.Organizational Behavior (OB) is a field of study that examines the behavior of individuals and
groups within organizations and how it affects organizational effectiveness. It has evolved over time as
scholars and practitioners have sought to understand and improve the functioning of organizations. In
this response, I will discuss the evolution and development of Organizational Behavior, highlighting key
milestones and contributions, although please note that my knowledge is based on information
available up until September 2021.

1. Early Behaviorism (1900s-1930s):

The early development of OB can be traced back to the emergence of behaviorism in psychology during
the early 20th century. Behaviorism, championed by psychologists such as Ivan Pavlov, John B. Watson,
and B.F. Skinner, emphasized the study of observable behaviors rather than internal mental processes.
This approach influenced early OB research, which focused on understanding and modifying employee
behavior through reinforcement and conditioning techniques.

2. Hawthorne Studies (1920s-1930s):

The Hawthorne Studies conducted at the Western Electric Hawthorne Works in Chicago during the
1920s and 1930s marked a significant turning point in the development of OB. Led by researchers such
as Elton Mayo and Fritz Roethlisberger, the studies revealed that employee productivity was influenced
not only by physical working conditions but also by psychological and social factors. This finding led to a
shift in focus from the individual to the group and the recognition of the importance of human relations
in the workplace.

3. Human Relations Movement (1940s-1950s):

The Human Relations Movement, which emerged as a response to the findings of the Hawthorne
Studies, emphasized the importance of employee satisfaction, motivation, and social relationships in the
workplace. This movement, led by researchers such as Abraham Maslow, Douglas McGregor, and Rensis
Likert, emphasized the need to treat employees as individuals with unique needs and motivations. It
paved the way for the development of theories such as Maslow's Hierarchy of Needs and McGregor's
Theory X and Theory Y, which shaped subsequent OB research and practice.

4. Contingency Approach (1960s-1970s):

The contingency approach to OB, developed in the 1960s and 1970s, emphasized that there is no one-
size-fits-all solution to managing organizations. Scholars such as Joan Woodward, Fred Fiedler, and Jay
Galbraith argued that the effectiveness of organizational practices and management techniques
depends on the specific characteristics of the organization and its environment. This approach
emphasized the need to consider situational factors and adapt management practices accordingly.

5. Cognitive Revolution (1980s-1990s):

The cognitive revolution in psychology, which took place in the 1980s and 1990s, had a significant
impact on the development of OB. This shift in focus from behavior to mental processes influenced OB
research by examining topics such as decision-making, perception, and information processing within
organizations. Scholars such as Daniel Kahneman, Herbert Simon, and Richard Hackman contributed to
the understanding of cognitive processes in organizational contexts.
6. Contemporary Trends (2000s-present):

In recent years, OB has continued to evolve in response to emerging trends and challenges in the
workplace. Some key areas of focus include diversity and inclusion, work-life balance, employee well-
being, virtual work, and ethical behavior. Additionally, the advent of big data and advances in
technology have opened up new opportunities for studying and understanding organizational behavior,
such as the analysis of employee data to identify patterns and trends.

Citation:

Please note that as an AI language model, I don't have direct access to external sources or citations.
However, the information provided in this response is based on my understanding of the topic as a
language model trained on a diverse range of texts, including academic literature, books, and websites.
If you require specific citations, I recommend consulting relevant textbooks, research papers, or
scholarly articles on Organizational Behavior for more in-depth information and supporting
references.Organizational Behavior (OB) is closely related to management theory and has influenced the
development and understanding of various management approaches. In this response, I will discuss
some of the relationships between OB and management theory, along with relevant citations. Please
note that my knowledge is based on information available up until September 2021.

1. Scientific Management and OB:

Scientific management, popularized by Frederick Taylor in the early 20th century, focused on maximizing
efficiency and productivity through the scientific study of work methods and the implementation of
standardized procedures. While scientific management primarily emphasized task design and systematic
work methods, OB expanded the scope by considering the impact of social and psychological factors on
employee behavior and performance. OB highlights the importance of motivation, job satisfaction, and
group dynamics in addition to task efficiency. (Robbins, Judge, & Sanghi, 2018).

2. Administrative Theory and OB:

Administrative theory, most notably associated with Henri Fayol, focused on the principles of
management, including functions such as planning, organizing, coordinating, and controlling. OB
complements administrative theory by emphasizing the human aspect of these functions. It recognizes
the significance of leadership, communication, and employee behavior in achieving organizational goals
(Daft, 2018).

3. Human Relations Theory and OB:

The Human Relations Theory, developed in response to the Hawthorne Studies, emphasized the
importance of social relationships, employee satisfaction, and motivation in the workplace. OB builds
upon this theory by exploring the individual and group dynamics, communication, and organizational
culture, and their impact on employee behavior and performance. OB recognizes the need to
understand and manage the social and psychological needs of employees to improve organizational
effectiveness (Robbins et al., 2018).

4. Contingency Theory and OB:

Contingency theory argues that there is no universal approach to management, and the most effective
management style and practices depend on the specific situation and context. OB aligns with this
perspective by emphasizing that the effectiveness of management practices is contingent upon various
factors, such as the characteristics of the organization, the task at hand, and the environment. OB
recognizes the need for managers to adapt their behavior and practices based on the specific
circumstances to achieve optimal outcomes (Robbins et al., 2018).

Citations:

- Robbins, S. P., Judge, T. A., & Sanghi, S. (2018). Organizational Behavior (17th ed.). Pearson.

- Daft, R. L. (2018). The Leadership Experience (7th ed.). Cengage Learning.

Please note that the citations provided are general references to widely used textbooks. For more
specific information and additional sources, I recommend consulting relevant literature and scholarly
articles on organizational behavior and management theory.

4th QUESTION

The development of Organizational Behavior (OB) as a discipline has been shaped by the contributions
of numerous researchers, scholars, and practitioners. While it is not possible to discuss the role of every
individual contributor in this limited space, I will highlight some key figures who have made significant
contributions to the field. Please note that my knowledge is based on information available up until
September 2021.

1. Chester Barnard:
Chester Barnard, an American executive and author, made notable contributions to the understanding
of organizations and management. His book "The Functions of the Executive" (1938) emphasized the
importance of communication, cooperation, and leadership in organizations. Barnard's work on the
acceptance theory of authority and the cooperative system of organization laid the foundation for later
OB research on leadership and organizational culture (Barnard, 1938).

2. Elton Mayo:

Elton Mayo, an Australian psychologist, conducted the famous Hawthorne Studies at the Western
Electric Hawthorne Works in Chicago during the 1920s and 1930s. These studies, which focused on the
effects of social and psychological factors on employee behavior and productivity, had a profound
impact on the development of OB. Mayo's findings challenged traditional views of motivation and
productivity, leading to a greater emphasis on human relations and the social aspects of work (Mayo,
1933).

3. Douglas McGregor:

Douglas McGregor, an American social psychologist, is known for his influential work on management
theory and human motivation. In his book "The Human Side of Enterprise" (1960), McGregor proposed
Theory X and Theory Y, which described two contrasting assumptions about employee behavior and
motivation. Theory X assumes that employees are inherently lazy and need to be closely controlled and
supervised, while Theory Y assumes that employees are self-motivated and can be empowered to take
responsibility. McGregor's theories stimulated research on employee motivation and management
practices (McGregor, 1960).

4. Frederick Herzberg:

Frederick Herzberg, an American psychologist, is well-known for his research on job satisfaction and
motivation. Herzberg's two-factor theory, also known as the motivation-hygiene theory, identified two
distinct sets of factors that influence employee satisfaction and dissatisfaction. He distinguished
between motivators (e.g., achievement, recognition, growth) and hygiene factors (e.g., salary, working
conditions, job security). Herzberg's theory highlighted the importance of intrinsic motivators in job
satisfaction and contributed to the understanding of employee motivation and job design (Herzberg,
Mausner, & Snyderman, 1959).

5. Edgar Schein:
Edgar Schein, an American organizational psychologist, has made significant contributions to
understanding organizational culture and leadership. His work on organizational culture emphasized the
role of shared values, beliefs, and assumptions in shaping behavior and performance in organizations.
Schein's concepts, such as culture artifacts, espoused values, and underlying assumptions, have been
widely used to analyze and manage organizational culture (Schein, 1985).

Citations:

- Barnard, C. I. (1938). The Functions of the Executive. Harvard University Press.

- Mayo, E. (1933). The Human Problems of an Industrial Civilization. Harvard University Press.

- McGregor, D. (1960). The Human Side of Enterprise. McGraw-Hill.

- Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The Motivation to Work. Wiley.

- Schein, E. H. (1985). Organizational Culture and Leadership. Jossey-Bass.

These citations refer to the seminal works of the mentioned contributors. For a more comprehensive
understanding of their contributions and the development of OB as a discipline, I recommend consulting
their original works as well as relevant textbooks and scholarly articles on organizational behavior.