Organizational Behaviour T N Chhabra Download

Whether you are looking to attain a competitive edge or just accommodate changes within your own company, the answer to effective change is organizational behaviour. So what exactly is this 'behaviour'? The terminology has many definitions but it's primarily concerned with areas such as leadership, decision-making, teamwork, creativity, value creation and culture. To make matters more complicated HR managers are often tasked with managing these behaviours within their organization. But does this make sense? Can HR accurately do something that is primarily human in nature? The answer to all of these questions seems to be definitely not. But somehow, the HR profession has been given this responsibility and expectations are high. The question is how can we tackle this? The answer lies in the human capital principles. “Change begins with an understanding of human nature and the forces at play in creating and perpetuating it” (Coughlan). If we understand what drives people we can use that to our advantage in creating change. However, determining what exactly drives people is not easy and there has been a lot of debate about it in the organizational behaviour industry. One school of thought suggests that people are driven by needs that must be satisfied: physically, materially, aesthetically and emotionally. The opposing view says that people are motivated by the desire for power. The two arguments are quite polarised and do not really co-exist well. Both arguments have their benefits but you cannot deny that both needs and power play a role in influencing behaviour. If this is true, attempts at change must address both of these elements to be effective. As Coughlan suggests "if we can satisfy people's needs, they will be more likely to honour the values required by the change". It's important to note that satisfying these needs does not mean constantly catering to them; rather it means constantly ensuring that they are achieved. This can be done by setting goals, objectives and establishing long-term aims. This will go a long way towards ensuring that people are on board with the change and that they will be more likely to commit to it. You can use power in your favour too, but this must be done delicately. It's important to understand the different power bases present in any organization. A good place to start is by identifying different individuals within your organization. These individuals may hold positions of authority over others, but not necessarily so. Further, power is not restricted to individuals; it can be leveraged by groups of employees or departments too. The types of people likely to hold positions of authority differ greatly, but they are always set to an individual. They may be people who have special ability, talents or access to information, but they are always individuals. It's important not to confuse power with position. There are many people in any organization who have very little actual power but have reached positions of leadership because of their talent or abilities, eg., an expert technologist who was overlooked for the job he really wanted because he went for the one which was less demanding. On the other hand there are many individuals in any organization who have little real influence over others, but whose positions give them considerable power over others, eg.

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