Ans. Meaning of Organisational Behaviour: Organisational Behaviour consists of two words ‘organisation + behaviour’. Organisation means a unit in which two or more people work jointly for the attainment of an objective. On the other hand, behaviour means the actions and reactions of an individual or a group towards their activities. For example, an individual or a group is extremely happy on getting some important assignment. This is his behaviour. In this way, organisational behaviour means the behaviour of people while working in the organisation.
It refers to the study of human behaviour in the organisation so that the organisational effectiveness is improved.
Definition of Organisational Behaviour:
1. According to Davis and Newstram, “Organisational Behaviour is the study and application of knowledge about how people act within organisations.”
Thus, Organisational Behaviour is a term used to explain the actions and reactions of individuals and groups to the stimuli surrounding them as they interact with one another while doing their jobs.
Elements: OB is the study of an individual, group and environmental characteristics. Apart from it, people work in an organisation structure and while working they make use of some techniques also. In this way, OB consists of a sum total of five components, e.g. individual, group, organisation structure and environment.
(1) Individual: Individuals help in the formation of organisation. Therefore, an individual is the most important component of OB. It is a special characteristic of an individual that each individual differs in their behaviour under OB, individuals behaving in almost a similar manner are placed in one category. Then studies are conducted for each category with their own specialities in behaviour. Each category helps in the discovery of techniques regarding explanation, prediction and control in respect of OB.
(2) Group: Organisation means that unit where more than two people work in a group. Therefore, human group has a special significance in the organisational behaviour. Each individual behaves differently as an individual and collectively. Under OB, efforts are made to study that when people happen to be in a group, how do they behave so that the conduct of the people in groups can be controlled.
(3) Job and Technology: Job means the total work allotted to individuals at the place of work. Job itself affects the behaviour of the people. Therefore, it is important to focus attention on the job. It is, however, important to see whether the job allotted to an individual or a group is liked by them or not. The behaviour of people is also influenced by their interaction while handling the job. Therefore, special attention has to be focused on the allotment of job. Similarly, behaviour is also influenced by the technique and equipment used for the completion of the job. The behaviour of the people remains positive if they are provided technique and equipment of their choice, otherwise, the effect is the reverse. Thus, we find that job and technique happen to be important parts of OB.
(4) Organisation Design: Organisation design does influence the work relationship of the people. Under this the power and responsibility is also distributed among the people. Moreover, the reporting technique, recording technique, rules, work procedure are also determined. They happen to be different in every type of organisation design. Organisation design is created keeping in view the nature of the job. Under OB, it is always kept in mind as to what type of organisation design will be suitable in a particular situation. The control on the behaviour of the employees is easier when the organisation design happens to be effective.
(5) Environment: No organisation is established in a vacuum. It is very much a part of the society where it is established. Different parts of society, e.g., family, government, social organisation together create environment. The behaviour of the people is affected by these factors. It is the function of OB to study the effect of these factors of the environment on the behaviour of the people.
Role of Taylor in the development of Scientific Management Approach: F.W. Taylor is the father of scientific management. In his company, he conducted a number of experiments and came to conclusion that the amount of work a labourer was doing was far less as compared to what he was supposed to be doing. He gave number of suggestions to solve this problem and, in doing so, he gave scientific outlook to management.
● Meaning of Scientific Management: The literary meaning of scientific management is performing the work of management in a scientific manner. In other words, discarding the traditional approaches to management and adopting newer and more scientific approaches in their place is called scientific management.
Scientific Management refers to that management which thinks that by scientifically analysing work, it would be possible to find one best way to do it.
● Principles of Scientific Management: The Scientific Management Approach propounded by F.W. Taylor is based upon the following five principles:
(1) Principle of Use of Science for the Rule of Thumb: According to this principle, all the activities bring performed in an organisation should be analysed in detail with the aim of developing a technique of accomplishing the maximum possible work in an efficient manner and at the minimum possible cost. This principle says that we should not get stuck in a set routine and continue with the old techniques of doing work, rather we should be constantly experimenting to develop new techniques which make the work much simpler and easier.
(2) Principle of Scientific Selection and Training of Workers: According to this principle, the selection and raining of workers should be done in a scientific manner. Scientific appointment means appointing only those people to do a particular work who possess the necessary capabilities to do it. However, only scientific selection of workers is not adequate in itself, the workers should also be imparted the necessary training from time to time. Proper training of workers increases their efficiency and hence benefits both the workers as well as the organisation.
(3) Principle of Cooperation between Labour and Management: As per this principle, such an atmosphere should be created in the organisation that labour (the major factors of production) and management consider each other other indispensable. Labour should understand that it cannot proceed in its work without the existence of Management, and Management should understand that it has no identity without the existence of Labour. If such an atmosphere prevails in an organisation, then both the parties would aim for the achievement of the same goal (i.e. the maximum and good quality production) and hence both of them will be successful in achieving the goals. Taylor has referred to such a situation as a ‘Mental Revolution’.
(4) Principle of Maximum Output: As per this principle, both the labour as well as management should make full efforts to produce the maximum output. They should spare no efforts for the maximum utilisation of the factors of production available in the organisation. This will have a direct impact on the profits of the organisation and the organisation will earn the maximum possible profits. Higher profits will results in higher wages for the workers and thus make them more dedicated towards the organisation.
(5) Principle of Equal Division of Responsibility: According to this principle, the work of the organisation and the related responsibilities should be clearly divided among the two main groups in the organisation (Management and Labour). Each group should be assigned work which it can accomplish more efficiently. For example, Management should be the one to.decide the time required to do a particular work, while the responsibility for actually doing the work should be with the labour. In this way, if the time required for doing the work is not properly determined, the manager would be accountable, and if the work has not been properly performed the labourer would be responsible. Hence, on proper implementation of this principle, the credit for doing work efficiently would be divided among both the groups and in case of any defaults, the responsibility would also be shared by both the groups.
● Techniques of Scientific Management: Taylor has devised the following techniques for actually implementing the principles of scientific management:
(1) Scientific Study of Work: Scientific management requires deep analysis of all the activities being performed in the organisation with the aim of producing the maximum possible output with the minimum possible efforts. In simple words, it may be said that Taylor was strictly opposed to incompetence and wanted to remove incompetence with whatever possible means. In his efforts to do so, he conducted a number of experiments and proved that (i) if the various parts of the process of production are reduced to the minimum, (ii) while working, unnecessary movements of the body are eliminated, (ii) the time required for doing every work is determined and (iv) recognising that human beings are not inanimate objects and hence are likely to feel fatigued, proper arrangements for their resting are made, then incompetence will be totally eliminated from the organisation. On this basis, he has divided work study into the following four parts:
(i) Method Study,
(ii) Motion Study.
(iii) Time Study, and
(iv) Fatigue Study.
(2) Scientific Task Planning: Scientific task planning implies analysing all the different aspects of the work before actually commencing upon it, such as what is to be done? how is it to be done? where is it to be done? and when is it to be done? Taylor has advised the managers of industrial organisations to establish a separate Planning Department for this purpose.
(3) Scientific Selection and Training of Workers: First, it is determined that for a particular work, persons possessing what qualities and capabilities are required. Next, through conducting various examinations, capable persons are selected. Scientific selection is selecting the right person for the right position without any bias. According to the traditional techniques of management, this was usually done by the Foreman, however Taylor has advised the establishment of a Personnel Department for this purpose. After selecting suitable persons, they should be imparted proper training before deploying them on the job. Scientific management requires that training should be imparted only through modern techniques as it increases the efficiency of the workers.
(4) Standardisation: Standardisation means setting standards for different factors, after due deliberation. For example, the amount of work to be done by a worker in a day may be standardised. In other words, the worker is expected to do the standard amount of work everyday. In the same manner, standards may also be set for raw materials, machines and tools, techniques, conditions of work, etc.
Standardisation of Work?
It refers to the process of setting standards for various business activities.
(5) Differential Wage System: Taylor has advised the adoption of differential wage systems in order to motivate the employees. According to this system, wages are paid on the basis of work done and not on the basis of time spent in doing the work. In this system two different wage rates are used: one is the high wage rate and the other the low wage rate. Those workers who are able to produce the standard number of units within a fixed duration are paid as per the high wage rate, and those workers who are not able to produce the standard number of units within the same time are paid as per the lower wage rate.
Differential Wage System?
It refers to that technique of scientific management which differentiate between efficient and inefficient workers.
(6) Specialisation or Functional Foremanship: F.W. Taylor has propounded the functional organisation. This form of organisation is totally based on the principle of specialisation and makes full utilisation of the expertise of various experts. In a functional organisation, work is divided into many small parts and each part is assigned to an expert. In this manner, all the benefits of specialisation are availed of.
Functional Foremanship?
It refers to that technique of scientific management which makes possible the full utilisation of the principle of specialisations.
(7) Mental Revolution: Mental Revolution calls for a change in the mindset of both the managers and the workers. According to Taylor, a revolution in mindset of both the managers and the workers is required as it will promote feelings of cooperation, and will be beneficial for both the parties. Normally, it is seen that a conflict between the managers and the workers results in division of profits, with both the parties demanding a larger share of profit. This is the main reason that a mental revolution is required. According to Taylor, instead of fighting over division of profits, both the parties should make efforts for increasing the profits. Such a situation will results in an increase in production, and such a high increase in profits will make any talk of division of profits meaningless.
Mental Revolution?
It refers to the change in the attitude of management and workers towards one another from competition to cooperation.
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