1.

People's characteristics, such as their thoughts, behaviours, and feelings, are

reflected in or indicated by their personality traits. There are some characteristics
that group people into a collection of fundamental trait dimensions acquired over
time in various contexts. The personality structure of a person is formed by the
integration of these fundamental trait aspects. The five broad traits that make up a
person's personality are as follows:
 Openness: People who possess this quality are receptive to novel events,
concepts, and learning. They are imaginative and typically act from the heart.
They have a propensity to value various beliefs, emotions, and actions. They
are open to new concepts, principles, and convictions.
 Conscientiousness: Those who possess this quality pay attention to their
consciences and behave accordingly. They typically have a very circumspect
and rigorous approach. They are not hasty and deliberate before acting or
reacting. These individuals approach their task methodically and with goals in
mind.
 Extraversion or introversion: Extroverts are more interested in what is going
on outside. They enjoy interacting and socialising with others. These talkative
individuals dislike being by themselves. In a nutshell, emotional positivism,
socialism, talkativeness, gregariousness, warmth, assertiveness, seeking
excitement, and loving other people's company are some attributes of
extrovert people. Individuals who are introverted, however, tend to focus
more on themselves. They prefer to spend time at home and do not engage
in much social interaction. They are solitary individuals who don't have many
friends.
 Agreeableness: These people are able to adapt to any circumstance and
cheerfully accept changes in their lives. They are highly accommodating and
willing to lend a hand at all times. Instead of asserting their own beliefs and
thoughts, they frequently agree with and accept those of others. They have a
direct, dependable, submissive, and humble view on life.
 Neuroticism: People with neuroses tend to have pessimistic attitudes and
cognitive patterns and struggle to deal with daily challenges. Most of these
people are depressed, and they have no idea how to have fun. Some
characteristics of this personality include anger, impulsivity, self-
consciousness, emotional reactivity, vulnerability, depression, anxiety, and
worry.
2. The search for the real reasons behind people's behaviours is the current approach
to organisational behaviour. The behaviour of an organisation is a delicate and
intricate process. Understanding an organization's operation is essential if one wants
to manage it. The result of combining science and people is organisation. Science
and technology are predictable, but organisational human behaviour is less so. This
is due to the fact that it derives from people's core needs and value systems.
Historical Background for modern approach:
 Scientific Management Approach: F.W. Taylor created the scientific
management technique at the start of the 20th century. This approach
supported the use of specific procedures for scientifically examining each
component of a task, choosing and training the best employees for the job,
and ensuring that the employees adhere to the required work procedures. It
gave mass manufacturing and job specialisation a scientific justification. He
assumed that the main source of motivation for workers is financial gain.
Taylor encouraged managers to give money-based incentives to productive
employees in order to enhance output.
However, a lot of employers and employees disagreed with his theory. The
pressure of the work was perceived by the employees as being harder and
faster. The methods' detractors feared that they removed humanity from
work, turning employees into automatons that merely followed management
incentives. Taylor's perspective is now deemed inadequate and limited as a
result of the criticisms made.
 Bureaucratic Approach: Me researchers were looking at ways to structure the
organisation more effectively while scientific management was concentrating
on the interaction between workers and the task. Classical organisational
theory looked for the best overall organisational structure for employees and
managers rather than attempting to make each worker more productive.
The theory's most well-known proponent, Max Weber, suggested a
"bureaucratic form" of organisation, which he believed would work for all
businesses. The bureaucracy proposed by Weber was logical, reasonable, and
effective. He foolishly believed that one structure would be the most
effective for all organizations.
The early management pioneers Henry Ford, Henry Fayol, and Frederick W.
Taylor understood the behavioural component of management. They did not,
however, highlight the human aspects. The Hawthorne studies are widely
acknowledged as the historical foundation for the field of organisational
behavior, despite the fact that there were numerous and intricate reasons for
the behavioural approach to management's rise to prominence.
 Hawthorne Studies: Taylor and Weber gained attention for their logical,
rational approaches to increasing productivity, but their ideas were criticised
because they both disregarded the humanity of the workers.
Hawthorne Experiments marked the true beginning of applied study in the
field of organisational behaviour. An investigation into the human factors of
labour and working conditions at the Chicago-area Hawthorne facility of the
Western Electric Company was started in 1924 by a group of professors.
These investigations revealed a variety of results that are pertinent to
comprehending human behaviour at work, and the conclusions of these
studies were given a new name: "human relations." In the workplace, the
human factor was far more crucial. Social factors have an impact on the
workers, and the group's behaviour shapes each worker's behaviour
individually.
Hawthorne studies have come under fire for the way they conducted their
research and what they concluded. However, they had a profound impact on
the young discipline of organisational behaviour. They contributed to the
emergence of a more human-centered approach to work.