A GLANCE OF ORGANISATIONAL BEHAVIOUR

Organisational Behavior is concerned with the study of the behavior of people within an organisational setting. It involves the understanding, prediction and control of human behavior. It is important to emphasis that in most cases the term ‘organisational behavior’ is, strictly, a misnomer: rarely do all members of an organisation, except perhaps very small organisation as a whole. Ultimately, the term organisational behavior is a convenient form of shorthand to refer to the large number of interrelated influences on, and patterns of behaviours of people within organisations.

Parameters within which several interrelated dimensions can be identified are:

• Individual – organisations are made up of their individual members. The individual is a feature of the organisational behavior and a necessary part of any behavioral situation, whether acting in isolation or as part of a group, in expectations of the organisation, or as a result of the influences of the external environment.

• The group – group exist in all organisations and are essential to their working and performance. The organisation comprises group of people and almost everyone in an organisation will be a member of one or more groups. However, group pressure can have a major influence over the behavior and performance of individual members.

• The organisation – Individuals and groups interact within the structure of the formal organisation. Structure is created by management to establish relationships between individuals and groups, to provide order and systems and to direct the efforts of the organisational activities in order to achieve aims and objectives. Behavior is affected by patters of organisation structure, technology, style of leadership and systems of management through which organisational processes are planned, directed and controlled.

• The environment – The organisation functions are part of the broader outside environment of which it is a part. The environment affects the organisation through, for example, technological and scientific development, economic activity, social and cultural influences and governmental. The effects of the operation of the organisation within its environment are reflected in terms of the management of opportunities and risks and the successful achievement of its aims and objectives.

One significant aspect of organisational behavior and the relationship between the individual and the organisation is the concept of psychological contract. This is not a written document but implies a series of mutual expectations and satisfaction of needs arising from the people – organisation relationship. It involves a process of giving and receiving by the individual and by the organisation. The nature and extend of individuals expectations very widely as do the ability and willingness of the organisation to meet them. It is difficult to list the range of implicit expectations that individuals have, and they change over time.

These expectations are notwithstanding any statutory requirements placed upon the organisation; instead they relate more to the idea of a social responsibility of management. The organisational side of the psychological contract places on expectations, requirements and constraints that may differ from, and may conflict with an individual’s expectations.

It is important to note that a psychological contract is not only measured in monetary value or in the exchange of goods or services, it is the exchange or sharing of beliefs and values, expectations and satisfactions. Mutuality is the basic principle of the psychological contract and consensus or mutual understanding is the basis of mutuality. Ideally therefore self-interest should be balanced with common interest in a win – win arrangement.