1.What is Organizational Behavior？
Definition of Organizational Behavior
Organizational behavior is a systematic study of behavior and behavior. Organizational behavior is a systematic study of the behaviors and attitudes of people within an organization.
Effect
The purpose of organizational behavior is to help managers, as well as potential managers, develop these interpersonal skills. Organizational behavior is to study the psychological and behavioral manifestations of people in an organization and its objective laws, and to improve the ability of managers to predict, guide and control human behavior in order to achieve the organization's stated goals.
The importance of Organizational Behavior
Learning yourself and how to get along with others, you are now part of the organization and will continue to be part of various organizations. Organizations increasingly expect individuals to be able to work in teams, at least at some point. Then some people may want to be managers or entrepreneurs.
Organizations have a broad impact on our business and life. What affects our lives is not only the work organization we belong to, but everyone also has to deal with many other forms of organization in their daily affairs. These organizations influence the quality of our daily lives.

2. Development of organizational behavior
Contributing disciplines
psychology, sociology, social psychology, anthropology, political science.
Scientific Management
Organizational behavior is generated and developed on the basis of management science development. Management is the eternal theme of human society. It is the driving force for the orderly development of organizational behavior books in human society. Management is the process in which managers use certain functions and means to coordinate the activities of others and enable others to achieve their goals with high efficiency.
Interpersonal relationship theory
Negating the hypothesis of classical management theory on people, proposing that workers are "social people" rather than "economic people." There are informal organizations in the enterprise. Mayo believes that there are informal organizations in the enterprise in addition to the formal organizations that the classical management theory has studied to clearly define the relationship and scope of the members in order to achieve the corporate goals. Formal organizations use efficiency as their code of conduct. It ignores the emotional factors of workers and is therefore prone to conflicts, affecting the productivity of enterprises and the achievement of goals. Increasing worker satisfaction is the primary condition for improving labor productivity. High satisfaction comes from both material and spiritual needs.

Hawthorne experiment
Workers are "social people." Hawthorne's experiment shows that employees are also affected by social and psychological factors. The production efficiency depends mainly on the enthusiasm of employees, and depends on the family and social life of employees and the relationship between people in enterprises. There are "informal organizations" in the enterprise. The Hawthorne experiment shows that in addition to formal groups, there are informal small groups in the enterprise, and small groups influence the emotional tendencies and behaviors of small group members through unwritten norms. The new leadership ability is to improve the satisfaction of employees. Managers in the enterprise must have both economic skills and interpersonal skills. Train managers at all levels to learn to understand people's logical and non-logical behaviors, learn to communicate with workers to understand their emotional skills, and balance the economic needs of formal organizations with the social needs of informal organizations. There is a Hawthorne effect. The curiosity and interest in the new environment has led to better results, at least in the initial stages. How to maintain the Hawthorne effect is also a problem that management should pay attention to and study.

This article mainly introduces what is the organizational behavior, why we should learn how it develops, what is its relationship with S/M and HRM, and how managers use the organizational behavior theory to manage the company.

I. what is organizational behavior
Organizational behavior is to study the psychological and behavioral performance of people and its objective laws, and improve the ability of managers to predict, guide and control the behavior of people, so as to achieve the established scientific goals of the organization.The organizational behavior is very important to human beings. People have relationships with it every day.The importance of organizational behavior:It helps to strengthen human-centered management and fully mobilize people's enthusiasm, initiative and creativityIt is helpful to know well and use people rationallyConduce to improve interpersonal relationship, enhance group's reasonable cohesive force and centripetal force, promote the harmonious development of societyPractice helps improve leadership and the relationship between the leader and the ledIrrigation contributes to organizational change and development.Learning organizational behavior helps us learn interpersonal skills, understand ourselves and how to get along with others, and improve leadership.Improve interpersonal relationships and team cohesion.

II. The development of organizational behavior
Organizational behavior evolved from the evolution of management. The development of organizational behavior was mainly divided into four periods: the early stage of scientific management, the stage of scientific management, the school of crowd relations, the school of behavioral science, and the school of contingency.The main achievements in these four periods include Taylor's scientific management theory, fayol's management theory, Max weber's organizational management theory, maslow's hierarchy of needs theory, herzberg's two-factor theory, McGregor's X and Y theory, potter-lawler model and Hawthorne studies.We present Taylor's scientific management theory, McGregor's theory X and theory Y, and Hawthorne studies.Taylor believes that the fundamental goal of scientific management is to seek for the highest labor productivity, and the highest work efficiency is the foundation for both employers and employees to achieve common prosperity. An important means to achieve the highest work efficiency is to replace experience management with scientific and standardized management methods.Taylor thinks the best management method is task management.McGregor has two views on human nature. He regards traditional theory as "X" theory, which is based on the wrong view of human nature. He regards people as work aversion, responsibility avoidance, dishonesty and stupidity.In order to improve production efficiency, the methods of coercion, supervision and punishment must be adopted.In contrast to the "Y" theory, the basic idea is that people are not passive and motivated. As long as they have the conditions, they will regard their work as a factor to be satisfied and they can do their work well.To the problem that exists in working process, from manage look for a reason, the obstacle that removes worker enthusiasm exerts.He believes that "X" theory is an outdated theory, and only "Y" theory can guarantee the success of management.Hawthorne studies consist mainly of lighting experiments, welfare, interviews and group experiments.Hawthorne studies made a bold breakthrough in the classical management theory. For the first time, they shifted the focus of management research from work and material factors to human factors, which not only corrected and supplemented the classical management theory in theory, but also opened up a new theory of management research, laying a foundation for the modern behavioral science theory.

III. Relationship and management practices of OB, S/M and HRM
Organizational behavior comes into being with the development of scientific management, which is complementary to management.At the same time, HRM is the sum of the systems, decrees, procedures and methods to effectively develop, rationally allocate, fully utilize and scientific management human resources.Managers and people in the organization are interrelated. Managers use organizational behavior to learn interpersonal skills and technical skills for personnel and process management.
IV. Summary
Organizational behavior, I think, is from individual and group behavior to individual heart and group construction, to group communication, conflict, organization, motivation, organizational design, culture and reform.The organizational behavior rule is the object of study.According to the characteristics of organizational behavior, find out the common characteristics of organizational behavior under specific organizational environment, so as to better handle the relationship between people in the organization.
Reference：
https://max.book118.com/html/2016/0414/40365593.shtm
http://gaokao.xdf.cn/201308/9660215.html
https://max.book118.com/html/2018/0505/164805868.shtm
https://baijiahao.baidu.com/s?id=1590545321073405075&wfr=spider&for=pc
https://baijiahao.baidu.com/s?id=1604113716727409601&wfr=spider&for=pc
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