Organisation development
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This document discusses the history and evolution of organizational behavior as a field of study. It begins by defining organizational behavior as "the study of human behavior in organizational contexts with a focus on individual and group processes and actions." It then outlines some of the key historical developments in the field, including the transition from artisan work before the industrial revolution, to scientific management approaches in the 19th century aimed at controlling labor. The Hawthorne studies in the 1920s-30s highlighted the importance of social and human factors in organizations. This led to the emergence of organizational behavior as a distinct discipline focused on human behavior within organizations in the 1960s. The document also discusses systems rationalist and symbolic-interpretative perspectives within the field.
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1. Sensation is the detection of stimuli by sensory receptors, while perception is the organization and interpretation of sensory information.
2. The eye detects light and converts it into neural signals through specialized sensory receptors like rods and cones in the retina. These signals are then organized and interpreted in the visual cortex of the brain.
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- 2. Historical overview The notion of an organisation as an imperative, absolute entity, is the direct outcome of historical transformations occurred in Europe and North America from the end of the 18th century onwards: Before the 19th Century: ► Experience of Artisan work (e.g. Ironsmith) Technical skills, personal competence and craft pride constitutive of the working process. Industrial revolution in the 19th Century Close relationship between the subject of work and his/her activity was lost
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- 5. Historical overview Hawthorne Studies and the Human Relations Movement (Elton Mayo, 1923-1933) Hawthorne studies: environment and productivity? Results: organizations are social systems, not just technical economical systems Groups, teamwork, different job roles, human relations are of great significance in organizations We are motivated by many needs Leadership should be modified to include concepts of human relations A new discipline of human behaviour and, by extension, Organisational behaviour. (1960s)
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