People in Organisations

955 Words4 Pages
Introduction The purpose of this paper is to define the concept of Organisational Behaviour and identify the most important areas of the topic which considerably impact on organisational efficiency and effectiveness. Nowadays, due to the rapidly changing business environment, perceiving organisational behaviour is recognised as one of the most significant aspects of all business operations (Robbins and Judge, 2010). According to Financial Times Mastering Management (1997) “Organisational behaviour is one of the most complex and perhaps least understood academic elements of modern general management, but since it concerns the behaviour of people within organisations it is also the most central... its concern with individual and group…show more content…
According to Rosenfeld and Wilson (1999), organisational effectiveness and efficiency will strongly depend on right identification of key elements of structure. This involves the process of delegation of authority in decision making which primarily refers to the centralisation or decentralisation (Cloke and Goldsmith, 2002). Mullins (2005) identified the chain of command concept which relates to the importance of a clear line of authority and responsibility within an organisation. The framework is contributed to identification of subordinate relationships in a line down from the top of the organisation, therefore is crucial for effective operation of organisation. The combination of span of control and chain of command establish whether the organisational structure is flat or tall. Graicunas (1937) argue that due to the need for improved efficiency and competitiveness, organisations move towards flat organisation structures. The author claims that flatter structures contribute to organisational cost savings on managerial level, improved communications and resulted in a fewer levels between top management and the bottom of hierarchy. Organisational behaviour is concerned with people in organisations, and management relates to achieve organisational objectives, and since the success of organisation relies on human input, organisational behaviour is a fundamental segment of management (Mullins, 2002). According to Koontz and Weihrich (1990)
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