Introduction
An organization is a group of independent but interrelated elements comprising of a unified whole of two or more people, having one’s attention, mind, or energy occupied in cooperative action, and trying to reach an agreed-upon purpose. Organizations are a bound-bed group of independent but interrelated elements comprising a unified whole of definite and highly organized structured sociable people or formed for the purpose of sociability interactions featuring the use of incentives, a connection allowing access between persons or places and the power or right to give orders or make decisions in associations.
However, all individuals are components of organizations, and understanding organizations and their management can give significant insights into systems that have major effects on society as a whole.
What is organizational behavior?
Organizational behavior can be defined as the actions and complex mental state involving beliefs, feelings, values, and dispositions to act in certain ways in organizations. The branch of knowledge known as organizational behavior (OB) is derived from the study of several actions and attitudes. In relation to this, Organizational behavior assists managers recognize problems, finding out how to correct them, and ascertaining whether the changes would make a difference. Consequently, such knowledge can help employees better comprehend situations they come across in the workplace and change their behavior so that their functioning and the organization’s success enhance.
As a field of study, organizational behavior is made up of a compilation of separate theories and models, modes, and structures of thinking about a particular group of people and events. Nevertheless, it has its origin in the disciplines of psychology, sociology, anthropology, economics, and political science.
In line with this, Organizational behavior can help managers understand the difficulty within organizations and that most organizational problems have several causes. Organizational behavior principles play a fundamental role in evaluating and increasing the organizational quality of being able to bring about an effect, which is a central responsibility of and center of attention for all managers.
Basic Principles of an Organization
- Fictionalization: The organization’s complex entity constructed of many parts of dissimilar units must be industrialized in relation to the wants of the purposeful or industrious undertaking (especially one that requires effort or boldness), and not in rejoinder to that which is necessary but lacking, essential and distinguishing attribute of the individuals who will run the division of quantity accepted as a standard of measurement or exchange.
- Unit of Direction: That number of entities (members) considered as a unit of specific behavior which coordinates in such a way that all parts work together effectively and are exactly alike; incapable of being perceived as different characteristics and the same goal intended to be attained (and which is believed to be attainable) should be kept under the Power to direct or determine the same manager and be guided by the same Have the will and intention to carry out some action.
- The limited span of control: The number of subordinates reporting directly to a superior should be such that a balance is maintained with regard to subordinate activities, their knowledge and energies, the attention required of the superior, and the communications and expense problems that would arise with additional levels of management. As regards the span of control, there are two groups of opinions. One group, led by Graicunas holds that the manager’s span should be restricted to a small number of people because the number of relationships increases geometrically, while the number of subordinates increases arithmetically. The other group which supports a “flat” organization, i.e., one with few levels, holds that the manager’s span of control may be quite large. They believe that as one restricts the span, there develops a “layering”, i.e., an increase in the number of levels in the structure which leads to problems of communication and control.
- Equality of authority and responsibility: The influence assigned to a point must correspond and be commensurate with the tasks attached to the point.
- Fixed accountability: The responsibility to one’s superior is never delegated. No subordinate can lessen his or her responsibility to a superior by delegating parts of his or her own functions to people along with the streak.
- Delegation of Authority and Responsibility: power and accountability be supposed to be delegated along with the streak to the level where that meticulous accountability can be successfully carried away.
- Unit of Command: Each subsidiary should have only one “manager” from whom he or she receives unswerving instructions. The being of staff specialists often creates perplexity and a mood in the subordinate that he or she has more than a few bosses-this could front to a devastating state of affairs.
- Scalar Principle: The level of accountability and power at dissimilar levels of ranking decreases as we go from the pinnacle downwards-from approximately total liability and ability at the peak, to all small at the back rank.
- Exception Principle: The boss should craft all the decisions with the aim he or she can inside the restrictions of the delegated influence, and submit to his or her superior only employ matters that are exterior his or her assigned power and dependability or with the aim of present troubles of an outstanding character. The long-drawn-out authority of the conventional organization hypothesis is obvious from the detail that is not on time.
Works Cited
Rashid, Anwar. Organizational Behaviour. Ontario, Canada: Taylor & Francis, 1983. Print.
Sims, Ronald. Managing organizational behavior. Westport, CT: Greenwood Publishing Group, 2002. Print.