Concept of Organisational Behaviour

Organisational Behaviour is based on several fundamental principles that relate to the nature of people and organizations. The fundamental principles of OB include:

1. Individual Uniqueness: Stemming from psychological principles, this concept acknowledges that from birth, each person is distinct, shaped by unique experiences that further differentiate them from others. Individuals vary across multiple dimensions, including intelligence, physical attributes, personality, learning abilities, and communication skills. It is the individual who bears responsibility and makes decisions, while a group’s power is latent until its members act in concert.
2. The Entirety of a Person: This notion suggests that an organization hires not merely the skills of an individual but also their preferences, biases, and personal history. One’s domestic life is intertwined with their professional existence, necessitating that organizations provide a conducive work environment that promotes both professional and personal growth and fulfillment.
3. Causality in Behavior: Unseemly behaviour in an individual often has underlying causes, which could range from domestic issues to challenges in punctuality. When such behaviour surfaces, it is incumbent upon managers to discern the root cause and address it effectively.
4. Respect for Individual Dignity: Every person, irrespective of their position, deserves to be treated with respect and dignity. This principle emphasizes the importance of recognizing and valuing each job, thereby fostering the improvement of individual aspirations and capabilities. It stands in opposition to the notion of treating employees merely as economic instruments.
5. The organization as a social entity: Organizations function as complex social systems, a concept derived from sociological studies. These systems are subject to both social and psychological norms that dictate organizational activities. Within an organization, there exists a blend of formal and informal social structures, emphasizing the organization’s capacity for dynamic evolution over maintaining rigid relationships. Each component within this system relies on the others for its function.
6. Shared interests among organizational participants: The principle of mutual interest underscores the symbiotic relationship between individuals and organizations. Organizations come into existence and persist through a shared interest among their members. Individuals join organizations to fulfill their personal ambitions, while organizations depend on individuals to achieve their collective goals. A lack of shared interest can lead to disarray within the group. Conversely, a unified purpose galvanizes members to collaboratively address organizational challenges rather than casting blame.
7. Holistic concept: The holistic approach to organizational behaviour synthesizes the aforementioned six principles into a comprehensive framework. This perspective examines the interplay between individuals and organizations, considering the full spectrum of personal, group, organizational, and societal dimensions. It involves taking into account the diverse viewpoints within an organization to grasp the factors shaping behaviour. Rather than isolating specific incidents or issues, this approach evaluates them within the broader context that they influence and are influenced by.

Organizational behaviour (OB) refers to the examination of individual and group dynamics within a corporate environment. While each enterprise is distinct and varies across sectors, the common aspiration among them is to foster an organizational culture that harmonizes productivity with employee contentment. Executives frequently employ insights from OB to decipher team functionalities and individual contributions and behaviours within the office space. This discourse delves into the essence of organizational behaviour, scrutinizes its merits and demerits, illustrates instances, and demystifies the elements influencing OB.