Abstract
It is difficult to define the subject matter of organisational behaviour (OB).1 It includes much of industrial psychology, industrial sociology, and sociology of occupations, most of organisational psychology and organisational sociology, political science, and anthropology; and nowadays it even entails a bit of computer sciences. However, it is less encompassing than organisational theory, which deals with hard normative subjects such as game theory, decision-making theory and mathematical models of a company.2 Besides, its nomenclature notwithstanding, organisational behaviour gives relatively little attention to the behaviour of organisations per se. Primarily it is concerned with the behaviour of people within organisations, and most especially businesses.
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Notes
For a historical development of OB, see George Strauss, ‘Organizational Behavior and Personnel Relations’, in A Review of Industrial Relations Research, Vol. 1 (Industrial Relations Research Association Series, 1970) pp. 145–6. An analogy can be drawn between organisational behaviour and industrial relations in that both are applied fields that draw on more basic disciplines. Industrial relations is more a branch of economics; but the origin of OB is less certain. It tends to be an ‘interdisciplinary discipline’ in that it contains a bit of every behavioural science discipline.
For details on organisation theory, see James March (ed.), Handbook of Organizations ( Chicago: Rand-McNally, 1965 ).
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Amitai Etzioni, See also his Comparative Analysis of Complex Organizations (Glencoe, Ill., 1961), pp. 12 and 66.
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Ronald Lippitt and Ralph White, Autocracy and Democracy ( New York: Harper and Brothers, 1960 ), p. 12.
Robert R. Blake and Jane S. Mouton, The Managerial Grid (Houston, Texas: Gulf Publishing Company, 1964), from which Figure 6.1 is taken
and R. R. Blake, J. S. Mouton, L. B. Barnes and L. E. Greiner, ‘Breakthrough in Organization Development’, Harvard Business Review, November–December 1964, pp. 133–55.
Frederick H. Harbison and Charles Myers, Management in the Industrial World ( New York: McGraw-Hill, 1959 ).
Martin Patchin, ‘Participation in Decision-Making and Motivation: What is the Relation?’ Personnel Administration, vol. 27, November 1964.
Arnold Tannenbaum (ed.), Control in Organization ( New York: McGraw-Hill, 1968 ).
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Richard Walton et al., ‘The Management of Interdepartmental Conflict: A Model and a Review’, Administrative Science Quarterly, vol. 14, March 1969, pp. 73–90.
James D. Thompson, Organizations in Action ( New York: McGraw-Hill, 1967 ).
F. H. Harbison and J. R. Coleman, Goals and Strategies in Collective Bargaining ( New York: Harper, 1951 ).
This government control seems to be more so in the developing countries. For details see Ukandi G. Damachi, The Role of Trade Unions in the Development Process: with a case study of Ghana ( New York: Praeger, 1974 ).
Richard Walton and Robert McKersie, A Behavioral Theory of Labor Negotiations ( New York: McGraw-Hill, 1965 ).
Robert Blake, Jane Mouton et al., Managing Inter-Group Conflict in Industry ( Houston: Gulf Publishing Company, 1964 ).
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Damachi, U.G. (1978). Organisational Behaviour and Personnel Relations. In: Theories of Management and the Executive in the Developing World. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-03586-1_6
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