Historical Evolution of Organisational Behaviour

Flashcards covering key terms and concepts from the lecture on the historical evolution of organisational behaviour, including major schools of thought, theorists, and influencing factors.

Organisational Behaviour (OB)

The study of attitudes and behaviours of individuals and groups in organisations, focusing on areas like motivation, leadership, and teamwork.

Why Study OB?

It makes organisations more effective and competitive, helps retain talent, and is universally applicable across jobs and industries.

Classical School

A management thought school from the 1900s–1930s focusing on efficiency, structure, and rationality in organisations.

Scientific Management

Developed by Frederick Taylor, it focused on finding the 'one best way' to perform a job through standardization, specialization, training, and wage incentives.

Administrative Management

Developed by Henri Fayol, it focused on the management process itself through 14 principles like division of work and unity of command.

Bureaucratic Management

Proposed by Max Weber, describing an ideal form of organisation characterized by hierarchy, rules, impersonality, and merit-based promotions.

Behavioural/Human Relations School

A management thought school from the 1930s–1950s focusing on people, motivation, and social needs in the workplace.

Hawthorne Studies

Conducted by Elton Mayo, these studies showed that productivity increased due to social factors, group dynamics, and attention from managers (the 'Hawthorne Effect'), rather than just physical conditions.

Systems Approach

A management perspective (1950s–1960s) viewing an organisation as an open system where inputs are transformed into outputs with feedback, emphasizing interdependence.

Contingency Approach

A management perspective (1960s–1970s) where the best management style or structure depends on the specific situation (task, environment, technology, people).

Neo-Human Relations School

A management thought school (1950s onward) focusing on psychological needs and motivation, building on earlier human relations ideas.

Hierarchy of Needs

Abraham Maslow's theory that human needs are arranged in a pyramid, from physiological to safety, social, esteem, and finally self-actualization.

Two-Factor Theory

Frederick Herzberg's theory differentiating between hygiene factors (extrinsic factors like pay that prevent dissatisfaction) and motivators (intrinsic factors like achievement that drive satisfaction).

Theory X and Theory Y

Douglas McGregor's two contrasting theories about human motivation: Theory X assumes people are lazy and need control, while Theory Y assumes people are responsible and motivated if trusted.

Environmental Factors (Classical School)

The Industrial Revolution, leading to a need for efficiency and mass production.

Environmental Factors (Human Relations School)

Social unrest and the rise of labour unions, leading to a recognition of workers’ needs.

Environmental Factors (Systems & Contingency Approaches)

Technological innovation, globalization, and environmental change, which made flexibility and adaptability essential.

Manager's Task (Systems Theory)

Managers must understand how changes in one part of the organisation affect the whole system.

Manager's Task (Contingency Theory)

Managers must match strategy to the specific situation, adapting their style and structure as needed.

Neo-Human Relations Assumptions

People have complex psychological needs; motivation includes growth, recognition, and responsibility, not just money; managers must design jobs to meet both extrinsic and intrinsic needs.