Roles of Organisational Behaviour

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Roles of Organisational Behaviour

Roles of Organisational Behaviour are given as follows in form of:

  1. Understanding Human Behaviour:

Organisational Behaviour provides a way for understanding human behaviour in the organisation.

Organisational Behaviour can be understood at the individual level, interpersonal level, group level and intergroup level.

(a) Individual Level:

It provides for analysing why and how an individual behaves in a particular way.

Human behaviour is a complex phenomenon and is affected by a large number of factors:

  1. Psychological
  2. Social
  3. Cultural

Organisational Behaviour integrates these factors to provide simplicity in understanding human behaviour.

(b) Interpersonal Level:

Interpersonal interaction is normally in peer relationship which represents mans most natural attempt at socialisation. Two person relationship is inevitable in the organization. Analysis of-

  1. Reciprocal relationship
  2. Role analysis and
  3. Transitional Analysis

Are some of the common methods which provide such understanding.

(c) Group Level:

Group pressures become a force in shaping human behaviour.

Research in group dynamics has contributed vitally to organisational behaviour and shows how a group behaves in its:

  1. Norms
  2. Cohesion
  3. Goals
  4. Procedures
  5. Communication pattern
  6. Leadership and
  7. Membership

Understanding group relationships is very important for organisational morale and productivity.

(d) Intergroup Level:

The organisation is made up of many groups that develop a complex of relationships to build its process and substance.

Intergroup relationship may be in the form of cooperation or competition.

Organisational Behaviour helps in understanding and achieving cooperative group relationships through:

  1. Interaction
  2. Rotation of members among groups
  3. Avoidance of win-lose situation
  4. Focus on total group objectives

2. Controlling and Directing Behaviour :

After understanding the mechanism of human behaviour, managers are required to control and direct the behaviour so that it conforms to standards required for achieving organisational objectives.

Organisational Behaviour helps managers in the following areas:

(a) Use of Power and Sanction:
  1. Organisational Behaviour can be controlled and directed by the use of power and sanctions which are formally prescribed by the organisation.
  2. Power is referred to as capacity of an individual to take certain action and may be utilised in many ways.
  3. Organisational Behaviour explains how various means of power and sanction can be utilised so that both organisational and individual objectives are achieved simultaneously.
(b) Leadership:

Organisational Behaviour brings new insights and understanding to the theory of leadership. It identifies various leadership styles available to a manager and

(c) Communication:

It analyses which style is more appropriate in a given situation.

  1. It is communication through which people come in contact with others.
  2. To achieve organisational effectiveness the communication must be effective.
  3. The communication process and how it works in interpersonal dynamics has been evaluated by Organisational Behaviour.
(d) Organisational Climate:
  1. Organisational climate refers to the total organisational situations affecting human behaviour.
  2. Organisational Behaviour suggests the approach to create organisational climate in totality rather than merely improving the physiological conditions or increasing employees satisfaction by changing isolated work process.
  3. Organisational Behaviour states that it is very important to create an atmosphere of effective supervision, the opportunity for the realisation of personal goals, congenial relations with others at the work place and a sense of accomplishment.
  1. Organisational Adaptation:

  1. Organisations, as dynamic entities, are characterised by pervasive change.
  2. Organisations have to adapt themselves to the environmental changes by making suitable internal arrangement.
  3. Managers have to face dual problems- Identifying need for change and then implementing the changes without adversely affecting the need for satisfaction of organisational people.

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