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Unit 1: Foundations of Organisational Behaviour

1.1 Nature and Determinants of Organisational Behaviour Notes

Nature

Organisational behaviour is not a discipline in the usual sense of the term but rather an eclectic
field of study that integrates the behavioural sciences into the study of human behaviour within
Organisations. Organisational behaviour is a young field of inquiry, in terms of the use of
scientific techniques. To learn that the study of human behaviour in organisations is not an exact
science, is in itself a significant realization. One of the failings of the scientific management
movement was its belief that human behaviour was easily predicted. So, while the field of
Organisational behaviour may be inexact, it is realistic.
Organisational behaviour is neither a purely scientific area of inquiry nor a strictly intellectual
endeavour. It involves the study of abstract ideas, such as valance and expectancy in motivation,
as well as the study of concrete matters, such as observable behaviours and physiological
symptoms of distress at work. Therefore, learning about organisational behaviour is a
multidimensional activity as shown in Figure 1.1 below.

Figure 1.1: Learning about Organisational Behaviour

Mastery of basic Development of special Application of knowledge
objective knowledge skills and abilities and skills

1. Mastery of Basic Objective Knowledge: Objective knowledge, in any field of study, is
developed through basic and applied research. Acquiring objective knowledge requires
the cognitive mastery of theories, conceptual models, and research findings.
2. Skill Development: The study of organisational behaviour requires skill development
and the mastery of abilities essential to successful functioning in organisations. The essential
skills identified by the US Department of Labour are:

(a) Resource management skills, such as time management.
(b) Information management skills, such as data interpretation.
(c) Personal interaction skills such as team work.
(d) Systems behaviour and performance skills, such as cause-effect relations.

(e) Technology utilization skills, such as troubleshooting.
Many of these skills, such as decision making and information management, are directly
related to the study of organisation behaviour. Developing skills is different from acquiring
objective knowledge because it requires structured practice and feedback.
3. Application of Knowledge and Skills: It requires the integration of objective knowledge
and skill development in order to apply both appropriately in specific organisational
settings.

1.1.1 Organisations as Systems

Organisations are systems of interacting components which are people, tasks, technology and
structure. These internal components also interact with components in the Organisation’s task
environment. Organisations as open systems have people, technology, structure and purpose,
which interact with elements in the organisation’s environment.

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