Concepts of Organisational Behaviour from Laurie J. Mullins

A definition of Organisational Behaviour (OB) is the study and understanding of individual and group behaviour and patterns of structure in order to help improve organisational performance and effectiveness. Much have been elucidated in the book but the gist of chapter 1 focus on a framework on how to approach OB.

The approach of OB involves variables such the Individual worker, the Group of workers, the Structure and Process of the organisation, the Tasks, Technological influences, the Methods of getting things done as well as the Environmental impact on the organisation.

We can categorize these contributing variables in 3 areas:

1. Psychology
The study of the individual worker. His/her attitudes, motives, behaviours and perception of the organisation and the work revolves around him/her.

2. Sociology
The study of social structures, the colleagues, groups, cliques and friendship coexisting and working together. Also the positions and structures in the organisation that creates a certain order of collaboration.

3. Anthropology
The study of the culture, beliefs, customs and values of the individual, the group as well as the organisation. People learn to depend on cultures to give them a sense of security and stability.

Regardless of which areas of study, one key focus in all OB is about People. What makes them wake up in the early morning and come to work? Is it because of the attractiveness of organisation infrastructure, or is it the free breakfast provided, or because of the strict policies on punctuality? Are there any other reasons deeper than what we can perceive on the surface? The infamous 'Iceberg' theory illustrates what sinks the ship isn't always what sailors can see, but what they can't see.



The orientation to work differs for everyone and can be classify unto 3 different types of orientation to work.

1. Instrumental Orientation - Work is not a central of life, but a means to an end.
2. Bureaucratic Orientation - Work as a central of life issue.
3. Solidaristic Orientation - Work is about relationship, unity and friendship.

Whichever orientation one chooses, it is also the process of management that the efforts of members of the organisation are coordinated, directed and guided towards the achievement of the organisational goals.

The challenge of any management is integrating the people and the organisation.

People generally respond in the manner in which they are treated. Mr Walt Disney once said this,
“ We have a belief that our guests will only receive the kind of treatment we want them to receive if the cast members receive that same kind of treatment from their mangers."

Many problems in the people-organisation relationship arise not so much from what the management does, but rather the manner in which it is done. Often it is not so much the intent but the manner of implementation that is the root cause of staff unrest and dissatisfaction. [Case of a in-house graphic designer who takes over as a HR executive and finally giving it up]

One of the approach of getting staff's buy in, is through the concept of psychological contract. A mutual expectations and satisfaction of needs from people-orientation relationship. This concept can be applied via this simple formula:

Caring - Concerns for the individuals
Communication - really talking about what is the organisation direction
Listening - discern the underlying concerns
Knowing - get to know the staff, show interest in them, get to know their family, their concerns, etc
Rewarding - recognition of contribution

As John C.Maxwell once said, "No one cares how much you know, until they know how much you care."