ABSTRACT
Organisational behaviour can be studied at three levels: in relation to individuals, in relation to teams and in relation to organisational processes. Managers everywhere are interested in how such concepts as job satisfaction, commitment, motivation and team dynamics may increase productivity, innovation and competitiveness. In marked contrast, dispositional models of job satisfaction assume it to be a relatively stable characteristic of individuals that changes little in different situations - due to genetic or personality factors. The importance of positive reinforcement, setting goals and clarifying expectations is stressed in leadership-based theories. Job enrichment to give more control over content, planning and execution can help motivate employees. Norms or the informal rules that guide team members’ behaviour are another important influence on team working. Roles and norms in turn relate to the status accorded to teams or individual team members by others. Proposed change is always more appealing to some group members than others and will meet some resistance accordingly.
