Organizational Behavior

The human need to organize and manage personal and societal affairs in order to achieve a cogent goal or goals undoubtedly goes back to the beginnings of human civilization. When primitive societies developed hunting parties, defense activities, or even campsites, organization behavior was needed in order to establish a hierarchy of time and task management. As activities grew and management of time and information became more complex, the need for written records on organizational behavior grew. Out of this growth came the modern theories of organization, and their resultant applications (So What About Success Rates?, 1986, pp. 5-6).

In fact, in the last century, things changed in a dramatic way. The advent of technology and the Industrial Revolution produced businesses and organizations that were of a size and magnitude never heard of before. These organizations produced goods, products, and services for an increasing number of people. With the increasing size came a trend toward the urbanization of the workforce and an emerging labor movement to counter the type of managerial practices so common in those times. As urbanization proceeded, there came a need for large non-business or non-corporate organizations to provide services for the rest of the population; for example, schools, hospitals, social agencies, and governmental and bureaucratic institutions. Each of these institutions, and even sometimes in combination with one another, presented their own unique pro

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ayo, 1933). These, and other more detailed studies, have shown that there are a number of different perceptions that contribute to perceptions about organizational and motivating environments. At one extreme, unfortunately the most common, are organizations that are dominated by assumptions about human nature that are controlling, bureaucratic, and pyramidal values, and dominated by managers exhibiting Type A personalities. As a result, these types of organizations tend to be dominated by criticisms in which managers believe people are only motivated by physiological and safety needs, and satisfied with limited hygienic factors. The subordinates in this type of organization tend to be passive, dependent, and suspicious. At the other extreme are the more ideal organizations with humanistic and democratic assumptions about human behaviors. These organizations are dominated by managers who sense that people are also motivated by affiliation, esteem, and self-actualization. This style fosters similar attitudes in workers, and it tends to form a more profitable and efficient organizational style (Kantrow, 1988, passim; Livingston, 1988, pp. 12-21). Thus, the successful organization has one major attribute that sets it apart fro

Category: Psychology - O