1. History & Development of
Organizational Behavior
Presented By
Abhishek .E 1321002
Arijit Mitra 1321008
Divya 1321044
Anna Agarwal 1321045
Jithin Joseph

2. • The study of Organizational Behavior facilitates the process of
explaining, understanding, predicting, maintaining, and changing
employee behavior in an organizational setting
• The discipline of organizational behavior is concerned with identifying and
managing the attitudes and actions of individuals and groups, looking
particularly at how people can be motivated to join and remain in the
organization, how to get people to practice effective teamwork
• How people can accomplish their jobs more efficiently, and how
employees can be encouraged to be more flexible and innovative
• Org. theory prior to 1900: Emphasized the division of labor and the
importance of machinery to facilitate labor

3. Scientific Management
• Time & Motion Study by Frank.
• Lillian focused on Human Aspect
Frank & Lillian
Gilberth(1900)
• “Harmonious Co-operation” between Labor &
Management
• “Scientific Selection” of employees.Need for training.
Henry L.
Gantt(1901)
• “Father of Scientific Management”
• “Principles of Management”
Fredrick W.
Taylor(1911)

4. Modern Management Thought
Laurence Peter(1969)
Eventually people get promoted to a level where
they are incompetent.
Peter F. Drucker(1974)
Decentralization is better than centralized power,
Thomas Peters & Robert Waterman(1982)
Identified characteristics of companies they
considered excellent

5. History of organisational behaviour
Frederick Winslow Taylor
in 1880 introduced the systematic use of goal setting and rewards
to motivate employees
In his book called scientific management there are four principles:-
Carefully study the jobs to develop standard work practices.
Standardize the tools used by workers.
Select each worker scientifically.
Management and workers cooperate to ensure that work is done
according to standard procedures.
Management plans and makes task assignments; workers carry out
assigned task.

6. Division of labour
Authority and
responsibility
Centralization
Delegation of
authority
Unity of command
Unity of direction

7. Weber's Model of Bureaucracy
German sociologist Max Weber, observing the organizational innovations of
the German leader Bismark, identified the core elements of the new kind of
organization. He called it bureaucracy.
An administrative structure with well defined offices and functions and
hierarchical relationships among the functions.
The bureaucracy defines the authority when it develops its division of
labour. The person who takes authority assumes the authority of that
position
•authority is rational and legal; authority should be based on
position, not on the person in the position
•authority stems from the office and this authority has limits as
defined by the office
•positions are organized in a hierarchy of authority
•organizations are governed by rules and regulations

8. Human Relations Movement
The human relations school considers that effective control comes from within the individual
rather than from strict, authoritarian control.
The relations movement emphasized satisfaction of employee’s basic needs as key to increased
productivity.
The Hawthorne Studies (1939) is a significant qualifying perspective as it emphasized the extent
to which social pressures affect employees in the work place and how the relationship between
managers and operatives influence the level of productivity in the work environment.
Maslow and McGregor (1960) – motivation of the individual

9. Contributors to organisational behaviour
Elton Mayo and his colleagues conducted productivity
studies at Western Electric's Hawthorne plant in the
United States.
He is an Australian national, headed the Hawthorne
Studies at Harvard. In his classic writing in 1931, Human
Problems of an Industrial Civilization, he advised
managers to deal with emotional needs of employees at
work
Mary Parker Follett in 1928was a pioneer management
consultant in the industrial world. As a writer, she provided
analyses on workers as having complex combinations of
attitude, beliefs, and needs. She told managers to motivate
employees on their job performance, a "pull" rather than a
"push" strategy.

10. Douglas McGregor
proposed two
theories/assumptions, which are very
nearly the opposite of each
other, about human nature based on
his experience as a management
consultant
Theory x
Theory y

11. © Copyright 2003, Prentice
Hall
11
Theory X
A traditional
philosophy of
management
suggesting that
most people are
lazy and
irresponsible and
will work hard only
when forced to do
so.
Theory Y
A philosophy of
management
suggesting that
under the right
circumstances
people are fully
capable of working
productively and
accepting
responsibility for
their work.
Theory X vs. Theory Y

12. Robert Owen(1771-
1858): British
Industrialist
responsible for
improved working
conditions, prevented
child
labors, shortened
work hours, meals for
employees.
Hugo
Munstberbeg(1863-
1916): German-
American
Psychologist was the
pioneer of “Industrial
Psychology”.

13. Peter Drucker (1995)
Proposed the philosophy of
management by objectives
(MBO) and self-control.
Managers and employees define
goals for every
department, project, and person
and use them to monitor
subsequence performance.

14. Individual(attitude)
Group(communication)
Organisation(structure)

15. Thank you