1. HUMAN BEHAVIOUR IN ORGANIZATION
JGB 20402
DR. QURESHI MUHAMMAD IMRAN
REPORT 1
GROUP MEMBERS :
NAME ID NUMBER
ISMAIL BIN DAUD 57212115146
AHMAD SAIFUL IMRAN BIN MOHAMAD
YASIN
57212115073
ASYRAF BIN GHAZALI 57212115012
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Table of content
INTRODUCTION 3
THREE LEVEL OF ANALYSIS 4
CONTRIBUTING DISCIPLINES TO THE OB FIELD 5
THEORY X VERSUS THEORY Y 6-8
CONCLUSION 9
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INTRODUCTION
Organizational Behavior is field of study that investigates the impact that individuals,
groups and structure have on behavior within organization. It is the study and application
of knowledge about how people act within organizations. It is a human tool for human
benefit. It applies broadly to the behavior of people in all types of organizations, such as
business, government, schools and services organizations. It covers three determinants of
behavior in organizations: individuals, groups, and structure. OB is an applied field. It
applies the knowledge gained about individuals, and the effect of structure on behavior,
in order to make organizations work more effectively. OB covers the core topics of
motivation, leadership behavior and power, interpersonal communication, group structure
and process, learning, attitude development and perception, change process, conflict, job
design and work stress. Before studying organizational behavior, it is desirable to know the
meanings of organization and management.
Organization is A social unit of people that is structured and managed to meet a need or to
pursue collective goals. All organizations have a management structure that determines
relationships between the different activities and the members, and subdivides and assigns
roles, responsibilities, and authority to carry out different tasks. Organizations are open
systems they affect and are affected by their environment.
Human Behavior In Organization have been studied for a long time as it is not only important
for businesses purpose but it is also important in the everyday routine life as we noticed that
every single of ours day are been through with organization as example family, college and
community.
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THREE LEVEL OF ANALYSIS
I. INDIVIDUAL
At the individual level of analysis, organizational behavior involves the study of learning,
perception, creativity, motivation, personality, turnover, task performance, cooperative
behavior, deviant behavior, ethics, and cognition. At this level of analysis, organizational
behavior draws heavily upon psychology, engineering, and medicine.
II. GROUP
At the group level of analysis, organizational behavior involves the study of group dynamics,
intra- and intergroup conflict and cohesion, leadership, power, norms, interpersonal
communication, networks, and roles. At this level of analysis, organizational behavior draws
upon the sociological and socio-psychological sciences.
III. ORGANIZATION
At the organization level of analysis, organizational behavior involves the study of topics such
as organizational culture, organizational structure, cultural diversity, inter-organizational
cooperation and conflict, change, technology, and external environmental forces. At this level
of analysis, organizational behavior draws upon anthropology and political science.
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CONTRIBUTING DISCIPLINES TO THE OB FIELD
I. Psychology
Psychology is the science that seeks to measure, explain, and sometimes change the behavior
of humans. To use psychological and organizational theory and research to improve
organizational effectiveness and the work life of all individuals.
II. Sociology
Sociologists study the social system in which individuals fill their roles. Sociology studies
people in relation to their fellow human beings to improve organizational performance.
III. Social psychology
An area within psychology that blends concepts from psychology and sociology and that
focuses on the influence of people on one another. measuring, understanding and changing
attitudes, communication patters, building trust, the ways in which group activities can satisfy
individual needs, group decision-making processes
IV. Anthropology
The study of societies to learn about human beings and their activities. Study on culture and
environment has helped us understand differences in fundamental values, attitudes, and
behavior between people in different countries and within different organizations
V. Political science
The study of the behavior of individuals and groups within a political environment. Study
areas: structuring of conflicts, allocations of power, how people manipulate power for
individual self-interest
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THEORY X VERSUS THEORY Y
i. Theory X
In this theory, which has been proven counter effective in most modern practice,
management assumes employees are inherently lazy and will avoid work if they can and
that they inherently dislike work. As a result of this, management believes that workers
need to be closely supervised and comprehensive systems of controls developed. A
hierarchical structure is needed with narrow span of control at each and every level.
According to this theory, employees will show little ambition without an enticing
incentive program and will avoid responsibility whenever they can. According to Michael
J. Papa, if the organizational goals are to be met, theory X managers rely heavily on threat
and coercion to gain their employees' compliance. Beliefs of this theory lead to mistrust,
highly restrictive supervision, and a punitive atmosphere. The Theory X manager tends to
believe that everything must end in blaming someone. He or she thinks all prospective
employees are only out for themselves. Usually these managers feel the sole purpose of
the employee's interest in the job is money. They will blame the person first in most
situations, without questioning whether it may be the system, policy, or lack of training
that deserves the blame. A Theory X manager believes that his or her employees do not
really want to work, that they would rather avoid responsibility and that it is the manager's
job to structure the work and energize the employee. One major flaw of this management
style is it is much more likely to cause diseconomies of scale in large business.
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ii. Theory Y
In this theory, management assumes employees may be ambitious and self-motivated and
exercise self-control. It is believed that employees enjoy their mental and physical work
duties. According to them work is as natural as play. They possess the ability for creative
problem solving, but their talents are underused in most organizations. Given the proper
conditions, theory Y managers believe that employees will learn to seek out and accept
responsibility and to exercise self-control and self-direction in accomplishing objectives to
which they are committed. A Theory Y manager believes that, given the right conditions,
most people will want to do well at work. They believe that the satisfaction of doing a
good job is a strong motivation. Many people interpret Theory Y as a positive set of
beliefs about workers. A close reading of The Human Side of Enterprise reveals that
McGregor simply argues for managers to be open to a more positive view of workers and
the possibilities that this creates. He thinks that Theory Y managers are more likely than
Theory X managers to develop the climate of trust with employees that is required for
human resource development. It's human resource development that is a crucial aspect of
any organization. This would include managers communicating openly with subordinates,
minimizing the difference between superior-subordinate relationships, creating a
comfortable environment in which subordinates can develop and use their abilities. This
climate would be sharing of decision making so that subordinates have say in decisions
that influence them.
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Theory X and Theory Y combined
For McGregor, Theory X and Y are not different ends of the same continuum. Rather they are
two different continua in themselves.
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CONCLUSION
The three categories of organizational behavior are individual, group, and organizational.
Individual behavior deals with only the individual’s personality, the group behavior deals with
a group of personalities, and the organizational behavior deals with the personalities of the
organization itself. Understanding the differences between these provides managers with the
ability of knowing how to align the individual, group, and organizational behaviors toward
accomplishment of the organizational goals. With the alignment of organizational behaviors,
managers and the organization benefit from the achievement of organizational goals, higher
employee performance, and employees with increased skills. These all work together for the
continued success of the employees and organization
