Introduction to Organizational Behavior
People have a variety of needs. Irrespective of one's status, age, and achievements, one would still have some unfulfilled needs. In order to satisfy their unfulfilled needs more effectively, people have learned to organize themselves into groups. The process of organizing facilitates an organization in its specialization efforts. It helps the employees to develop specialized skills and enhances the productivity and efficient functioning of the organization. The organizational system consists of social, technical and economic elements which coordinate human and material resources to achieve various organizational objectives. Some of the objectives of an organization may be:
• To maximize profits
The effective and successful application of human behavior paves the way for the realization of human, organizational and social objectives.

Historical Development of Organizational Behavior Though human relationships have existed since time immemorial, the branch of knowledge dealing with them is relatively recent. Prior to the industrial revolution, people worked in small groups and had simple work relationships. They were, however, subjected to unhealthy working conditions and scarcity of resources, so they hardly had any job satisfaction. During the early stages of the industrial revolution, the conditions of workers showed no signs of improvement. But as increased industrial activity led to greater supply of goods, wages, working conditions, and level of job satisfaction gradually improved.
ROBERT OWEN Robert Owen was a Welsh entrepreneur who bought his first factory in 1789, at the age of 18. He is important in the history of OB because he was one of the first industrialists to recognize how that growing factory system was demeaning to workers. Repulsed by the harsh practices he saw in factories such as the employment of young children (many under the age of 10 with 13- hour workdays, and miserable working conditions. Owen became a reformer. He chided factory owners for treating their equipment better than their employees He criticized them for buying the best machines but then employing the cheapest labor to run them. Owen argued that money spent