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Essay / Research Paper Abstract
This 14 page paper begins with a definition and an historical overview of the study of organizational behavior. The writer explains how organizations are defined and described and the many different aspects of organizational behavior and what affects organizational behavior. The writer then discusses teamwork and its relationship to organizational behavior, the obstacles to successful teamwork, the need to consider diversity and how this issue may be addressed, the group development process and the need for training. Bibliography lists 15 sources.
Page Count:
14 pages (~225 words per page)
File: MM12_PGobtmwk.RTF
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Unformatted sample text from the term paper:
concerned with identifying and managing the attitudes and actions of individuals and groups" (Noll, 2001); as "the study and application of knowledge about how people, individuals, and groups act in
organizations" (Clark, 2007). Some definitions are longer and more comprehensive but in general, the field of organizational behavior is a vast subject that may incorporate many different aspects of people
and work. It was also in the 1910s that the Classical School of management emerged (Wertheim, n.d.). This school identified the duties and responsibilities of the manager (Wertheim, n.d.).
As a field of research, organizational behavior has a long history that can be traced back to the beginning of the Industrial Revolution (Wertheim, n.d.). The evolution of organizational
behavior as a formal field of scientific inquiry began with Frederic Taylors science of management studies, which resulted in Scientific Management, also referred to as Taylorism (Wertheim, n.d.). The human
relations movement emerged in the 1920s and 1930s with the Hawthorne Studies, which focused on the socio-psychological factors associated with productivity (Wertheim, n.d.). It was these studies that first identified
organizations as social systems in which workers were motivated by many different things beyond money (Wertheim, n.d.). These studies also suggested that managers needed to have participative support from employees
when trying to solve problems (Wertheim, n.d.). The idea of emphasizing groups instead of just individuals also emerged from these studies (Wertheim, n.d.). The next theory to impact organizational behavior
research was from Douglas McGregor who suggested there were two types of managers, those who followed Theory X and those who followed Theory Y (Wertheim, n.d.). Theory X managers viewed
workers as basically lazy and not wanting any responsibility while Theory Y managers viewed workers as being motivated and capable of self-direction given a favorable work environment (Wertheim, n.d.).
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