Organisational Behaviour Case Study

Organisational behaviour is an observed interaction between internal and external individuals to produce success or failure in an organisation. For Example, McDonald’s staff i.e. Counter employees, spend the most time with consumers. Their presence as ‘front of house’ representing the company’s behaviour in the role of ambassador as well as food-server and cashier. Subsequently, if a negative behavioural experience is presented by them such as shouting at, or perceived to verbally abuse a customer in one of the ‘30,000 McDonald’s restaurants’ it could result in a loss of returning customers. This would imply the action of an individual could have devastating impact on the organisation unless its protocols are effective, robust, well defined

Frederick Taylor’s case study, ‘Schmidt’ uses an individual who had an ergonomically friendly physique to the machine environment and obeys managerial orders to produce a highly efficient pig iron. Another study supporting organisational behaviour formats a structure to reach success in a large customer demand is Henry Ford’s Model T ,where the need of planning objectives and control situations to ensure individual’s full potential of ‘self-seeking motivation’ on a piece rate creates success. Both studies contribute to the Scientific approach providing evidence of an efficient management proposed to structurally control organisational behaviour to reach success in a

A strength to positive attitudes towards employees by T.N.Whitehead is required through consent and attention to produce a happy environment and ensure conspiring of employees is prohibited. Although, McMurray implies reasons of conspiracy to an organisation is the union forming ‘unconscious emotional needs’ to protect jobs and improve pay, (Barittz 1960:175) suggesting negative organisational behaviour experienced by employees can create failure due to unconscious emotions.

A limitation of Human Relations is the concept of unconscious emotion for organisational failure according to Mary Parker Follet because it can be seen hard to grasp when it cannot be measured, unlike the scientific approach where behaviour can be measured through neurotransmitter, suggesting an unreliable concept to whether an organisations failure or success is due to