Diploma in Healthcare Organizational Behaviour Unit 1

The study of human behavior in organizations, focusing on how individuals and groups interact within a workplace.

A group of people who work together towards a common goal, using coordination and delegation to achieve it.

The actions or responses of a person, influenced by internal and external factors.

It aims to understand, predict, and control human behavior in organizations to improve performance and efficiency.

They can be individual behaviors like motivation, stress management, and decision-making, or group behaviors like teamwork, leadership, and conflict resolution.

Understanding how OB works can help organizations improve communication, productivity, teamwork, and employee satisfaction.

A key element of OB that investigates how individuals make choices and decisions in various situations.

A vital aspect of OB that explores how individuals develop and maintain relationships with others in the workplace.

The study of how people and groups behave within organizations, drawing on knowledge from various disciplines.

The systematic study of organizational behavior began with the Industrial Revolution, a period with major technological advancements and social changes. New forms of organization were created during this time.

A German sociologist, Max Weber, viewed bureaucracy as the ideal form of organization with an emphasis on rational principles and efficiency. His work laid the foundation for understanding how structured organizations function.

Frederick Winslow Taylor, known as the father of Scientific Management, applied scientific principles to improve productivity by optimizing work processes. His ideas emphasized breaking tasks into efficient steps, setting goals, and rewarding performance.

Elton Mayo and his colleagues conducted research on worker behavior called the Hawthorne Studies. Their findings revealed the importance of social interactions and group dynamics in the workplace. They found that workers were more productive when they felt like they were part of a group and when their supervisors showed them attention.

Mary Parker Follett emphasized the importance of collaboration, team dynamics, and organizational democracy. Her contributions focused on how to constructively manage conflict, empower employees, and improve workplace relationships.

Chester Barnard's key contributions to OB included insights into individual motivation, effective communication, leadership styles, and the roles of authority within organizations. He also emphasized the importance of understanding how groups function and interact within organizational settings.

Abraham Maslow proposed the hierarchy of needs theory, suggesting that individuals are motivated by fulfilling a series of basic needs, starting with physiological needs, then safety, love and belonging, esteem, and self-actualization.

The individuals who contribute to an organization's functioning, including employees, suppliers, customers, and auditors.

The framework of an organization, including its structure, hierarchy, and communication channels.

Tools and systems that enhance the efficiency and effectiveness of workplace tasks, such as computers, printers, and networks.

The external factors that influence an organization, such as economic conditions, competition, and government regulations.

Behaviors that directly contribute to achieving organizational objectives, including completing assigned tasks and meeting performance goals.

Behaviors that go beyond the scope of regular work responsibilities, such as helping colleagues, volunteering for extra tasks, and showing initiative.

Actions that can harm the organization, such as absenteeism, tardiness, theft, or violence.

The unique attributes and qualities of each individual in an organization, including their values, beliefs, attitudes, and motivations.

A limited perspective, like looking through a tunnel, where individuals focus on a narrow view and ignore the broader context.

The principle that beyond a certain point, adding more resources or effort leads to diminishing returns, meaning the output increases at a decreasing rate.

The unethical use of organizational behavior knowledge and techniques to manipulate people for selfish purposes, disregarding human welfare.

The risk that people, lacking ethical principles, might exploit organizational behavior knowledge to control and manipulate others for their own gain.

The study of human behavior in organizations, focusing on how individuals and groups interact and behave.

The process of attracting and retaining qualified employees, crucial for achieving performance goals.

Maintaining regular work attendance is vital for organizational efficiency. This includes addressing factors like situational issues, motivation, sick leave, and changing work norms.

External factors that impact employee attendance, like weather or car breakdowns.

Internal factors affecting attendance, like work-related stress or burnout.

Building positive relationships between individuals, groups, and organizations to improve collaboration and achieve shared objectives.

Organizational Behavior assists in improving performance by fostering communication, minimizing conflict, and boosting morale.