In this chapter, we begin with a comprehensive definition of organizational behaviorand a framework for its study. We then trace the field’s historical roots and itsemergence as an independent field. Next, we discuss contemporary organizationalbehavior and present an overview of the rest of this book. Finally, we examineseveral contextual perspectives that provide the general framework from which wecan develop a more comprehensive examination of human behavior at work.THE MEANING OF ORGANIZATIONAL BEHAVIOROrganizational behavior (OB) is the study of human behavior in organizationalsettings, how human behavior interacts with the organization, and the organizationitself. But because the organization influences and is influenced by the individual,we cannot fully understand the individual’s behavior without knowing somethingabout the organization. Similarly, we can study an organization without focusingspecifically on each individual within it. But again, we are looking at only one pieceof the puzzle. Eventually, we must consider the other pieces to understand thewhole. Exhibit 1 illustrates this view of organizational behavior. It shows the linkagesamong human behavior in organizational settings, the individual-organizationinterface, the organization, and the environment surrounding the organization. Eachindividual brings to an organization a unique set of personal characteristics,experiences from other organizations, and personal background. Therefore,CHAPTER IAN INTRODUCTION TO ORGANIZATIONAL BEHAVIOUR (6 hrs)NOTE:Before proceeding in the lecture, you are tasked to watch video entitled“Why Should We Study Organizational Behaviour?” through this link or saved on your flash drive.
organizational behavior must look at the unique perspective that each individualbrings to the work setting. For example, suppose that Texas Instruments hires aconsultant to investigate employee turnover. As a starting point, the consultantmight analyse the types of people the firm usually hires. The goal of this analysiswould be to learn as much as possible about the nature of the company’s workforcefrom the standpoint of the individual—their expectations, their personal goals, andso forth.But individuals do not work in isolation. They come in contact with other people andwith the organization in a variety of ways. Points of contact include managers, co-workers, the formal policies and procedures of the organization, and variouschanges implemented by the organization. Over time, the individual changes as afunction of both personal experiences and maturity and of work experiences withthe organization. The organization, in turn, is affected by the presence and eventualabsence of the individual. Clearly, then, the study of organizational behavior mustconsider the ways in which the individual and the organization interact. Thus, theconsultant studying turnover at Texas Instruments might choose to look at theorientation procedures for newcomers to the organization. The goal of this phase of