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mw-ui-icon-wikimedia-expand"></span> <span>Toggle Research methods used subsection</span> </button> <ul id="toc-Research_methods_used-sublist" class="vector-toc-list"> <li id="toc-Quantitative_methods" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Quantitative_methods"> <div class="vector-toc-text"> <span class="vector-toc-numb">4.1</span> <span>Quantitative methods</span> </div> </a> <ul id="toc-Quantitative_methods-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Computer_simulation" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Computer_simulation"> <div class="vector-toc-text"> <span class="vector-toc-numb">4.2</span> <span>Computer simulation</span> </div> </a> <ul id="toc-Computer_simulation-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Qualitative_methods" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Qualitative_methods"> <div class="vector-toc-text"> <span class="vector-toc-numb">4.3</span> <span>Qualitative methods</span> </div> </a> <ul id="toc-Qualitative_methods-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Topics" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#Topics"> <div class="vector-toc-text"> <span class="vector-toc-numb">5</span> <span>Topics</span> </div> </a> <button aria-controls="toc-Topics-sublist" class="cdx-button cdx-button--weight-quiet cdx-button--icon-only vector-toc-toggle"> <span class="vector-icon mw-ui-icon-wikimedia-expand"></span> <span>Toggle Topics subsection</span> </button> <ul id="toc-Topics-sublist" class="vector-toc-list"> <li id="toc-Consulting" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Consulting"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.1</span> <span>Consulting</span> </div> </a> <ul id="toc-Consulting-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Counterproductive_work_behavior" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Counterproductive_work_behavior"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.2</span> <span>Counterproductive work behavior</span> </div> </a> <ul id="toc-Counterproductive_work_behavior-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Decision-making" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Decision-making"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.3</span> <span>Decision-making</span> </div> </a> <ul id="toc-Decision-making-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Effects_of_diversity_and_inclusion" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Effects_of_diversity_and_inclusion"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.4</span> <span>Effects of diversity and inclusion</span> </div> </a> <ul id="toc-Effects_of_diversity_and_inclusion-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Employee_mistreatment" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Employee_mistreatment"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.5</span> <span>Employee mistreatment</span> </div> </a> <ul id="toc-Employee_mistreatment-sublist" class="vector-toc-list"> <li id="toc-Abusive_supervision" class="vector-toc-list-item vector-toc-level-3"> <a class="vector-toc-link" href="#Abusive_supervision"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.5.1</span> <span>Abusive supervision</span> </div> </a> <ul id="toc-Abusive_supervision-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Bullying" class="vector-toc-list-item vector-toc-level-3"> <a class="vector-toc-link" href="#Bullying"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.5.2</span> <span>Bullying</span> </div> </a> <ul id="toc-Bullying-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Incivility" class="vector-toc-list-item vector-toc-level-3"> <a class="vector-toc-link" href="#Incivility"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.5.3</span> <span>Incivility</span> </div> </a> <ul id="toc-Incivility-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Sexual_harassment" class="vector-toc-list-item vector-toc-level-3"> <a class="vector-toc-link" href="#Sexual_harassment"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.5.4</span> <span>Sexual harassment</span> </div> </a> <ul id="toc-Sexual_harassment-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Teams" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Teams"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.6</span> <span>Teams</span> </div> </a> <ul id="toc-Teams-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Job-related_attitudes_and_emotions" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Job-related_attitudes_and_emotions"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.7</span> <span>Job-related attitudes and emotions</span> </div> </a> <ul id="toc-Job-related_attitudes_and_emotions-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Leadership" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Leadership"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.8</span> <span>Leadership</span> </div> </a> <ul id="toc-Leadership-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Managerial_roles" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Managerial_roles"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.9</span> <span>Managerial roles</span> </div> </a> <ul id="toc-Managerial_roles-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Motivation" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Motivation"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.10</span> <span>Motivation</span> </div> </a> <ul id="toc-Motivation-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Types_of_motivation" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Types_of_motivation"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.11</span> <span>Types of motivation</span> </div> </a> <ul id="toc-Types_of_motivation-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Public_Relations" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Public_Relations"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.12</span> <span>Public Relations</span> </div> </a> <ul id="toc-Public_Relations-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-National_culture" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#National_culture"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.13</span> <span>National culture</span> </div> </a> <ul id="toc-National_culture-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Organizational_behavior_policies" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Organizational_behavior_policies"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.14</span> <span>Organizational behavior policies</span> </div> </a> <ul id="toc-Organizational_behavior_policies-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Organizational_citizenship_behavior" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Organizational_citizenship_behavior"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.15</span> <span>Organizational citizenship behavior</span> </div> </a> <ul id="toc-Organizational_citizenship_behavior-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Organizational_culture" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Organizational_culture"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.16</span> <span>Organizational culture</span> </div> </a> <ul id="toc-Organizational_culture-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Personality" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Personality"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.17</span> <span>Personality</span> </div> </a> <ul id="toc-Personality-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Occupational_stress" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Occupational_stress"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.18</span> <span>Occupational stress</span> </div> </a> <ul id="toc-Occupational_stress-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Work–family_conflict" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Work–family_conflict"> <div class="vector-toc-text"> <span class="vector-toc-numb">5.19</span> <span>Work–family conflict</span> </div> </a> <ul id="toc-Work–family_conflict-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Organization_theory" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#Organization_theory"> <div class="vector-toc-text"> <span class="vector-toc-numb">6</span> <span>Organization theory</span> </div> </a> <button aria-controls="toc-Organization_theory-sublist" class="cdx-button cdx-button--weight-quiet cdx-button--icon-only vector-toc-toggle"> <span class="vector-icon mw-ui-icon-wikimedia-expand"></span> <span>Toggle Organization theory subsection</span> </button> <ul id="toc-Organization_theory-sublist" class="vector-toc-list"> <li id="toc-Bureaucracy" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Bureaucracy"> <div class="vector-toc-text"> <span class="vector-toc-numb">6.1</span> <span>Bureaucracy</span> </div> </a> <ul id="toc-Bureaucracy-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Economic_theories_of_organization" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Economic_theories_of_organization"> <div class="vector-toc-text"> <span class="vector-toc-numb">6.2</span> <span>Economic theories of organization</span> </div> </a> <ul id="toc-Economic_theories_of_organization-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Theories_pertaining_to_organizational_structures" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Theories_pertaining_to_organizational_structures"> <div class="vector-toc-text"> <span class="vector-toc-numb">6.3</span> <span>Theories pertaining to organizational structures</span> </div> </a> <ul id="toc-Theories_pertaining_to_organizational_structures-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Institutional_theory" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Institutional_theory"> <div class="vector-toc-text"> <span class="vector-toc-numb">6.4</span> <span>Institutional theory</span> </div> </a> <ul id="toc-Institutional_theory-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Systems_theory" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Systems_theory"> <div class="vector-toc-text"> <span class="vector-toc-numb">6.5</span> <span>Systems theory</span> </div> </a> <ul id="toc-Systems_theory-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Organizational_ecology" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Organizational_ecology"> <div class="vector-toc-text"> <span class="vector-toc-numb">6.6</span> <span>Organizational ecology</span> </div> </a> <ul id="toc-Organizational_ecology-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Scientific_management" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Scientific_management"> <div class="vector-toc-text"> <span class="vector-toc-numb">6.7</span> <span>Scientific management</span> </div> </a> <ul id="toc-Scientific_management-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Contributing_disciplines" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#Contributing_disciplines"> <div class="vector-toc-text"> <span class="vector-toc-numb">7</span> <span>Contributing disciplines</span> </div> </a> <ul id="toc-Contributing_disciplines-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Models" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#Models"> <div class="vector-toc-text"> <span class="vector-toc-numb">8</span> <span>Models</span> </div> </a> <button aria-controls="toc-Models-sublist" class="cdx-button cdx-button--weight-quiet cdx-button--icon-only vector-toc-toggle"> <span class="vector-icon mw-ui-icon-wikimedia-expand"></span> <span>Toggle Models subsection</span> </button> <ul id="toc-Models-sublist" class="vector-toc-list"> <li id="toc-Inputs-Processes-Outputs_(IPO)_framework" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Inputs-Processes-Outputs_(IPO)_framework"> <div class="vector-toc-text"> <span class="vector-toc-numb">8.1</span> <span>Inputs-Processes-Outputs (IPO) framework</span> </div> </a> <ul id="toc-Inputs-Processes-Outputs_(IPO)_framework-sublist" class="vector-toc-list"> <li id="toc-Inputs" class="vector-toc-list-item vector-toc-level-3"> <a class="vector-toc-link" href="#Inputs"> <div class="vector-toc-text"> <span class="vector-toc-numb">8.1.1</span> <span>Inputs</span> </div> </a> <ul id="toc-Inputs-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Processes" class="vector-toc-list-item vector-toc-level-3"> <a class="vector-toc-link" href="#Processes"> <div class="vector-toc-text"> <span class="vector-toc-numb">8.1.2</span> <span>Processes</span> </div> </a> <ul id="toc-Processes-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Outcomes" class="vector-toc-list-item vector-toc-level-3"> <a class="vector-toc-link" href="#Outcomes"> <div class="vector-toc-text"> <span class="vector-toc-numb">8.1.3</span> <span>Outcomes</span> </div> </a> <ul id="toc-Outcomes-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Inputs-Mediators-Outputs-Inputs_(IMOI)_framework" class="vector-toc-list-item vector-toc-level-2"> <a class="vector-toc-link" href="#Inputs-Mediators-Outputs-Inputs_(IMOI)_framework"> <div class="vector-toc-text"> <span class="vector-toc-numb">8.2</span> <span>Inputs-Mediators-Outputs-Inputs (IMOI) framework</span> </div> </a> <ul id="toc-Inputs-Mediators-Outputs-Inputs_(IMOI)_framework-sublist" class="vector-toc-list"> </ul> </li> </ul> </li> <li id="toc-Journals" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#Journals"> <div class="vector-toc-text"> <span class="vector-toc-numb">9</span> <span>Journals</span> </div> </a> <ul id="toc-Journals-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-See_also" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#See_also"> <div class="vector-toc-text"> <span class="vector-toc-numb">10</span> <span>See also</span> </div> </a> <ul id="toc-See_also-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-References" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#References"> <div class="vector-toc-text"> <span class="vector-toc-numb">11</span> <span>References</span> </div> </a> <ul id="toc-References-sublist" class="vector-toc-list"> </ul> </li> <li id="toc-Further_reading" class="vector-toc-list-item vector-toc-level-1"> <a class="vector-toc-link" href="#Further_reading"> <div class="vector-toc-text"> <span class="vector-toc-numb">12</span> <span>Further reading</span> </div> </a> <ul id="toc-Further_reading-sublist" class="vector-toc-list"> </ul> </li> </ul> </div> </div> </nav> </div> </div> <div class="mw-content-container"> <main id="content" class="mw-body"> <header class="mw-body-header vector-page-titlebar"> <nav aria-label="Contents" class="vector-toc-landmark"> <div id="vector-page-titlebar-toc" class="vector-dropdown vector-page-titlebar-toc vector-button-flush-left" > <input type="checkbox" id="vector-page-titlebar-toc-checkbox" role="button" aria-haspopup="true" data-event-name="ui.dropdown-vector-page-titlebar-toc" class="vector-dropdown-checkbox " aria-label="Toggle the table of contents" > <label id="vector-page-titlebar-toc-label" for="vector-page-titlebar-toc-checkbox" class="vector-dropdown-label cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--icon-only " aria-hidden="true" ><span class="vector-icon mw-ui-icon-listBullet mw-ui-icon-wikimedia-listBullet"></span> <span class="vector-dropdown-label-text">Toggle the table of contents</span> </label> <div class="vector-dropdown-content"> <div id="vector-page-titlebar-toc-unpinned-container" class="vector-unpinned-container"> </div> </div> </div> </nav> <h1 id="firstHeading" class="firstHeading mw-first-heading"><span class="mw-page-title-main">Organizational behavior</span></h1> <div id="p-lang-btn" class="vector-dropdown mw-portlet mw-portlet-lang" > <input type="checkbox" id="p-lang-btn-checkbox" role="button" aria-haspopup="true" data-event-name="ui.dropdown-p-lang-btn" class="vector-dropdown-checkbox mw-interlanguage-selector" aria-label="Go to an article in another language. Available in 19 languages" > <label id="p-lang-btn-label" for="p-lang-btn-checkbox" class="vector-dropdown-label cdx-button cdx-button--fake-button cdx-button--fake-button--enabled cdx-button--weight-quiet cdx-button--action-progressive mw-portlet-lang-heading-19" aria-hidden="true" ><span class="vector-icon mw-ui-icon-language-progressive mw-ui-icon-wikimedia-language-progressive"></span> <span class="vector-dropdown-label-text">19 languages</span> </label> <div class="vector-dropdown-content"> <div class="vector-menu-content"> <ul class="vector-menu-content-list"> <li class="interlanguage-link interwiki-ar mw-list-item"><a href="https://ar.wikipedia.org/wiki/%D8%B3%D9%84%D9%88%D9%83_%D8%AA%D9%86%D8%B8%D9%8A%D9%85%D9%8A" title="سلوك تنظيمي – Arabic" lang="ar" hreflang="ar" data-title="سلوك تنظيمي" data-language-autonym="العربية" data-language-local-name="Arabic" class="interlanguage-link-target"><span>العربية</span></a></li><li class="interlanguage-link interwiki-de mw-list-item"><a href="https://de.wikipedia.org/wiki/Organizational_Behavior" title="Organizational Behavior – German" lang="de" hreflang="de" data-title="Organizational Behavior" data-language-autonym="Deutsch" data-language-local-name="German" class="interlanguage-link-target"><span>Deutsch</span></a></li><li class="interlanguage-link interwiki-es mw-list-item"><a href="https://es.wikipedia.org/wiki/Comportamiento_organizacional" title="Comportamiento organizacional – Spanish" lang="es" hreflang="es" data-title="Comportamiento organizacional" data-language-autonym="Español" data-language-local-name="Spanish" class="interlanguage-link-target"><span>Español</span></a></li><li class="interlanguage-link interwiki-fa mw-list-item"><a href="https://fa.wikipedia.org/wiki/%D8%B1%D9%81%D8%AA%D8%A7%D8%B1_%D8%B3%D8%A7%D8%B2%D9%85%D8%A7%D9%86%DB%8C" title="رفتار سازمانی – Persian" lang="fa" hreflang="fa" data-title="رفتار سازمانی" data-language-autonym="فارسی" data-language-local-name="Persian" class="interlanguage-link-target"><span>فارسی</span></a></li><li class="interlanguage-link interwiki-fr mw-list-item"><a href="https://fr.wikipedia.org/wiki/Comportement_organisationnel" title="Comportement organisationnel – French" lang="fr" hreflang="fr" data-title="Comportement organisationnel" data-language-autonym="Français" data-language-local-name="French" class="interlanguage-link-target"><span>Français</span></a></li><li class="interlanguage-link interwiki-ko mw-list-item"><a href="https://ko.wikipedia.org/wiki/%EC%A1%B0%EC%A7%81%ED%96%89%EB%8F%99" title="조직행동 – Korean" lang="ko" hreflang="ko" data-title="조직행동" data-language-autonym="한국어" data-language-local-name="Korean" class="interlanguage-link-target"><span>한국어</span></a></li><li class="interlanguage-link interwiki-hy mw-list-item"><a href="https://hy.wikipedia.org/wiki/%D4%BF%D5%A1%D5%A6%D5%B4%D5%A1%D5%AF%D5%A5%D6%80%D5%BA%D5%B9%D5%A1%D5%AF%D5%A1%D5%B6_%D5%BE%D5%A1%D6%80%D6%84%D5%A1%D5%A3%D5%AB%D5%AE" title="Կազմակերպչական վարքագիծ – Armenian" lang="hy" hreflang="hy" data-title="Կազմակերպչական վարքագիծ" data-language-autonym="Հայերեն" data-language-local-name="Armenian" class="interlanguage-link-target"><span>Հայերեն</span></a></li><li class="interlanguage-link interwiki-hi mw-list-item"><a href="https://hi.wikipedia.org/wiki/%E0%A4%B8%E0%A4%82%E0%A4%97%E0%A4%A0%E0%A4%A8%E0%A4%BE%E0%A4%A4%E0%A5%8D%E0%A4%AE%E0%A4%95_%E0%A4%B5%E0%A5%8D%E0%A4%AF%E0%A4%B5%E0%A4%B9%E0%A4%BE%E0%A4%B0" title="संगठनात्मक व्यवहार – Hindi" lang="hi" hreflang="hi" data-title="संगठनात्मक व्यवहार" data-language-autonym="हिन्दी" data-language-local-name="Hindi" class="interlanguage-link-target"><span>हिन्दी</span></a></li><li class="interlanguage-link interwiki-kn mw-list-item"><a href="https://kn.wikipedia.org/wiki/%E0%B2%B8%E0%B2%BE%E0%B2%82%E0%B2%B8%E0%B3%8D%E0%B2%A5%E0%B2%BF%E0%B2%95_%E0%B2%A8%E0%B2%A1%E0%B2%B5%E0%B2%B3%E0%B2%BF%E0%B2%95%E0%B3%86" title="ಸಾಂಸ್ಥಿಕ ನಡವಳಿಕೆ – Kannada" lang="kn" hreflang="kn" data-title="ಸಾಂಸ್ಥಿಕ ನಡವಳಿಕೆ" data-language-autonym="ಕನ್ನಡ" data-language-local-name="Kannada" class="interlanguage-link-target"><span>ಕನ್ನಡ</span></a></li><li class="interlanguage-link interwiki-no mw-list-item"><a href="https://no.wikipedia.org/wiki/Organisasjonsadferd" title="Organisasjonsadferd – Norwegian Bokmål" lang="nb" hreflang="nb" data-title="Organisasjonsadferd" data-language-autonym="Norsk bokmål" data-language-local-name="Norwegian Bokmål" class="interlanguage-link-target"><span>Norsk bokmål</span></a></li><li class="interlanguage-link interwiki-pl mw-list-item"><a href="https://pl.wikipedia.org/wiki/Zachowanie_organizacyjne" title="Zachowanie organizacyjne – Polish" lang="pl" hreflang="pl" data-title="Zachowanie organizacyjne" data-language-autonym="Polski" data-language-local-name="Polish" class="interlanguage-link-target"><span>Polski</span></a></li><li class="interlanguage-link interwiki-pt mw-list-item"><a href="https://pt.wikipedia.org/wiki/Comportamento_organizacional" title="Comportamento organizacional – Portuguese" lang="pt" hreflang="pt" data-title="Comportamento organizacional" data-language-autonym="Português" data-language-local-name="Portuguese" class="interlanguage-link-target"><span>Português</span></a></li><li class="interlanguage-link interwiki-ru mw-list-item"><a href="https://ru.wikipedia.org/wiki/%D0%9E%D1%80%D0%B3%D0%B0%D0%BD%D0%B8%D0%B7%D0%B0%D1%86%D0%B8%D0%BE%D0%BD%D0%BD%D0%BE%D0%B5_%D0%BF%D0%BE%D0%B2%D0%B5%D0%B4%D0%B5%D0%BD%D0%B8%D0%B5" title="Организационное поведение – Russian" lang="ru" hreflang="ru" data-title="Организационное поведение" data-language-autonym="Русский" data-language-local-name="Russian" class="interlanguage-link-target"><span>Русский</span></a></li><li class="interlanguage-link interwiki-tl mw-list-item"><a href="https://tl.wikipedia.org/wiki/Ugaling_pang-organisasyon" title="Ugaling pang-organisasyon – Tagalog" lang="tl" hreflang="tl" 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For the academic journal, see <a href="/wiki/Organization_Studies_(journal)" title="Organization Studies (journal)"><i>Organization Studies</i> (journal)</a>. 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screen{html.skin-theme-clientpref-night .mw-parser-output .sidebar:not(.notheme) .sidebar-list-title,html.skin-theme-clientpref-night .mw-parser-output .sidebar:not(.notheme) .sidebar-title-with-pretitle{background:transparent!important}html.skin-theme-clientpref-night .mw-parser-output .sidebar:not(.notheme) .sidebar-title-with-pretitle a{color:var(--color-progressive)!important}}@media screen and (prefers-color-scheme:dark){html.skin-theme-clientpref-os .mw-parser-output .sidebar:not(.notheme) .sidebar-list-title,html.skin-theme-clientpref-os .mw-parser-output .sidebar:not(.notheme) .sidebar-title-with-pretitle{background:transparent!important}html.skin-theme-clientpref-os .mw-parser-output .sidebar:not(.notheme) .sidebar-title-with-pretitle a{color:var(--color-progressive)!important}}@media print{body.ns-0 .mw-parser-output .sidebar{display:none!important}}</style><table class="sidebar sidebar-collapse nomobile nowraplinks hlist"><tbody><tr><th class="sidebar-title" style="font-size:130%;"><a href="/wiki/Business_administration" title="Business administration">Business administration</a></th></tr><tr><td class="sidebar-above"> Management of a business</td></tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)"><a href="/wiki/Accounting" title="Accounting">Accounting</a></div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Management_accounting" title="Management accounting">Management accounting</a></li> <li><a href="/wiki/Financial_accounting" title="Financial accounting">Financial accounting</a></li> <li><a href="/wiki/Audit" title="Audit">Audit</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)"><a href="/wiki/Legal_person" title="Legal person">Business entity</a> (<a href="/wiki/List_of_legal_entity_types_by_country" title="List of legal entity types by country">list</a>)</div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Corporate_group" title="Corporate group">Corporate group</a></li> <li><a href="/wiki/Corporation_sole" title="Corporation sole">Corporation sole</a></li> <li><a href="/wiki/Company" title="Company">Company</a></li> <li><a href="/wiki/Conglomerate_(company)" title="Conglomerate (company)">Conglomerate</a></li> <li><a href="/wiki/Holding_company" title="Holding company">Holding company</a></li> <li><a href="/wiki/Cooperative" title="Cooperative">Cooperative</a></li> <li><a href="/wiki/Corporation" title="Corporation">Corporation</a></li> <li><a href="/wiki/Joint-stock_company" title="Joint-stock company">Joint-stock company</a></li> <li><a href="/wiki/Limited_liability_company" title="Limited liability company">Limited liability company</a></li> <li><a href="/wiki/Partnership" title="Partnership">Partnership</a></li> <li><a href="/wiki/Privately_held_company" title="Privately held company">Privately held company</a></li> <li><a href="/wiki/Sole_proprietorship" title="Sole proprietorship">Sole proprietorship</a></li> <li><a href="/wiki/State-owned_enterprise" title="State-owned enterprise">State-owned enterprise</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)"><a href="/wiki/Corporate_governance" title="Corporate governance">Corporate governance</a></div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Annual_general_meeting" title="Annual general meeting">Annual general meeting</a></li> <li><a href="/wiki/Board_of_directors" title="Board of directors">Board of directors</a></li> <li><a href="/wiki/Supervisory_board" title="Supervisory board">Supervisory board</a></li> <li><a href="/wiki/Advisory_board" title="Advisory board">Advisory board</a></li> <li><a href="/wiki/Audit_committee" title="Audit committee">Audit committee</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)"><a href="/wiki/Corporate_law" title="Corporate law">Corporate law</a></div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Commercial_law" title="Commercial law">Commercial law</a></li> <li><a href="/wiki/Constitutional_documents" title="Constitutional documents">Constitutional documents</a></li> <li><a href="/wiki/Contract" title="Contract">Contract</a></li> <li><a href="/wiki/Corporate_crime" title="Corporate crime">Corporate crime</a></li> <li><a href="/wiki/Corporate_liability" title="Corporate liability">Corporate liability</a></li> <li><a href="/wiki/Insolvency_law" class="mw-redirect" title="Insolvency law">Insolvency law</a></li> <li><a href="/wiki/International_trade_law" title="International trade law">International trade law</a></li> <li><a href="/wiki/Mergers_and_acquisitions" title="Mergers and acquisitions">Mergers and acquisitions</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)"><a href="/wiki/Corporate_title" title="Corporate title">Corporate title</a></div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Chairman" class="mw-redirect" title="Chairman">Chairman</a></li> <li><a href="/wiki/Chief_business_officer" title="Chief business officer">Chief business officer</a>/<a href="/wiki/Chief_brand_officer" class="mw-redirect" title="Chief brand officer">Chief brand officer</a></li> <li><a href="/wiki/Chief_executive_officer" title="Chief executive officer">Chief executive officer</a>/<a href="/wiki/Chief_operating_officer" title="Chief operating officer">Chief operating officer</a></li> <li><a href="/wiki/Chief_financial_officer" title="Chief financial officer">Chief financial officer</a></li> <li><a href="/wiki/Chief_human_resources_officer" title="Chief human resources officer">Chief human resources officer</a></li> <li><a href="/wiki/Chief_information_officer" title="Chief information officer">Chief information officer</a>/<a href="/wiki/Chief_marketing_officer" title="Chief marketing officer">Chief marketing officer</a></li> <li><a href="/wiki/Chief_product_officer" title="Chief product officer">Chief product officer</a>/<a href="/wiki/Chief_technology_officer" title="Chief technology officer">Chief technology officer</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)"><a href="/wiki/Economics" title="Economics">Economics</a></div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Commodity" title="Commodity">Commodity</a></li> <li><a href="/wiki/Public_economics" title="Public economics">Public economics</a></li> <li><a href="/wiki/Labour_economics" title="Labour economics">Labour economics</a></li> <li><a href="/wiki/Development_economics" title="Development economics">Development economics</a></li> <li><a href="/wiki/International_economics" title="International economics">International economics</a></li> <li><a href="/wiki/Mixed_economy" title="Mixed economy">Mixed economy</a></li> <li><a href="/wiki/Planned_economy" title="Planned economy">Planned economy</a></li> <li><a href="/wiki/Econometrics" title="Econometrics">Econometrics</a></li> <li><a href="/wiki/Environmental_economics" title="Environmental economics">Environmental economics</a></li> <li><a href="/wiki/Open_economy" title="Open economy">Open economy</a></li> <li><a href="/wiki/Market_economy" title="Market economy">Market economy</a></li> <li><a href="/wiki/Knowledge_economy" title="Knowledge economy">Knowledge economy</a></li> <li><a href="/wiki/Microeconomics" title="Microeconomics">Microeconomics</a></li> <li><a href="/wiki/Macroeconomics" title="Macroeconomics">Macroeconomics</a></li> <li><a href="/wiki/Economic_development" title="Economic development">Economic development</a></li> <li><a href="/wiki/Economic_statistics" title="Economic statistics">Economic statistics</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)">Finance</div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Financial_statement" title="Financial statement">Financial statement</a></li> <li><a href="/wiki/Insurance" title="Insurance">Insurance</a></li> <li><a href="/wiki/Factoring_(finance)" title="Factoring (finance)">Factoring</a></li> <li><a href="/wiki/Cash_conversion_cycle" title="Cash conversion cycle">Cash conversion cycle</a></li> <li><a href="/wiki/Insider_dealing" class="mw-redirect" title="Insider dealing">Insider dealing</a></li> <li><a href="/wiki/Capital_budgeting" title="Capital budgeting">Capital budgeting</a></li> <li><a href="/wiki/Commercial_bank" title="Commercial bank">Commercial bank</a></li> <li><a href="/wiki/Derivative_(finance)" title="Derivative (finance)">Derivative</a></li> <li><a href="/wiki/Financial_statement_analysis" title="Financial statement analysis">Financial statement analysis</a></li> <li><a href="/wiki/Financial_risk" title="Financial risk">Financial risk</a></li> <li><a href="/wiki/Public_finance" title="Public finance">Public finance</a></li> <li><a href="/wiki/Corporate_finance" title="Corporate finance">Corporate finance</a></li> <li><a href="/wiki/Managerial_finance" title="Managerial finance">Managerial finance</a></li> <li><a href="/wiki/International_finance" title="International finance">International finance</a></li> <li><a href="/wiki/Liquidation" title="Liquidation">Liquidation</a></li> <li><a href="/wiki/Stock_market" title="Stock market">Stock market</a></li> <li><a href="/wiki/Financial_market" title="Financial market">Financial market</a></li> <li><a href="/wiki/Tax" title="Tax">Tax</a></li> <li><a href="/wiki/Financial_institution" title="Financial institution">Financial institution</a></li> <li><a href="/wiki/Capital_management" title="Capital management">Capital management</a></li> <li><a href="/wiki/Venture_capital" title="Venture capital">Venture capital</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)">Types of management</div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Asset_management" title="Asset management">Asset</a></li> <li><a href="/wiki/Brand_management" title="Brand management">Brand</a></li> <li><a href="/wiki/Business_intelligence" title="Business intelligence">Business intelligence</a></li> <li><a href="/wiki/Business_development" title="Business development">Business development</a></li> <li><a href="/wiki/Capacity_management" title="Capacity management">Capacity</a></li> <li><a href="/wiki/Capability_management_in_business" title="Capability management in business">Capability</a></li> <li><a href="/wiki/Change_management" title="Change management">Change</a> <ul><li><a href="/wiki/Innovation_management" title="Innovation management">innovation</a></li></ul></li> <li><a href="/wiki/Commercial_management" title="Commercial management">Commercial</a> <ul><li><a href="/wiki/Marketing_management" title="Marketing management">Marketing</a></li></ul></li> <li><a href="/wiki/Communications_management" title="Communications management">Communications</a></li> <li><a href="/wiki/Configuration_management" title="Configuration management">Configuration</a></li> <li><a href="/wiki/Conflict_management" title="Conflict management">Conflict</a></li> <li><a href="/wiki/Content_management" title="Content management">Content</a></li> <li><a href="/wiki/Customer_relationship_management" title="Customer relationship management">Customer relationship</a></li> <li><a href="/wiki/Distributed_management" title="Distributed management">Distributed</a></li> <li><a href="/wiki/Earned_value_management" title="Earned value management">Earned value</a></li> <li><a href="/wiki/Electronic_business" title="Electronic business">Electronic business</a></li> <li><a href="/wiki/Enterprise_resource_planning" title="Enterprise resource planning">Enterprise resource planning</a>  <ul><li><a href="/wiki/Management_information_system" title="Management information system">management information system</a></li></ul></li> <li><a href="/wiki/Financial_management" title="Financial management">Financial</a></li> <li><a href="/wiki/Human_resource_management" title="Human resource management">Human resource</a>  <ul><li><a href="/wiki/Human_resources" title="Human resources">development</a></li></ul></li> <li><a href="/wiki/Incident_management" title="Incident management">Incident</a></li> <li><a href="/wiki/Knowledge_management" title="Knowledge management">Knowledge</a></li> <li><a href="/wiki/Enterprise_legal_management" title="Enterprise legal management">Legal</a></li> <li><a href="/wiki/Materials_management" title="Materials management">Materials</a></li> <li><a href="/wiki/Network_management" title="Network management">Network</a> <ul><li><a href="/wiki/Network_administrator" title="Network administrator">administrator</a></li></ul></li> <li><a href="/wiki/Office_management" title="Office management">Office</a></li> <li><a href="/wiki/Operations_management" title="Operations management">Operations</a>  <ul><li><a href="/wiki/Operations_management_for_services" title="Operations management for services">services</a></li></ul></li> <li><a href="/wiki/Performance_management" class="mw-redirect" title="Performance management">Performance</a></li> <li><a href="/wiki/Power_management" title="Power management">Power</a></li> <li><a href="/wiki/Business_process_management" title="Business process management">Process</a></li> <li><a href="/wiki/Product_life-cycle_management" class="mw-redirect" title="Product life-cycle management">Product life-cycle</a></li> <li><a href="/wiki/Product_management" title="Product management">Product</a></li> <li><a href="/wiki/Project_management" title="Project management">Project</a></li> <li><a href="/wiki/Property_management" title="Property management">Property</a></li> <li><a href="/wiki/Quality_management" title="Quality management">Quality</a></li> <li><a href="/wiki/Records_management" title="Records management">Records</a></li> <li><a href="/wiki/Resource_management" title="Resource management">Resource</a></li> <li><a href="/wiki/Risk_management" title="Risk management">Risk</a>  <ul><li><a href="/wiki/Crisis_management" title="Crisis management">crisis</a></li></ul></li> <li><a href="/wiki/Sales_management" title="Sales management">Sales</a></li> <li><a href="/wiki/Security_management" title="Security management">Security</a></li> <li><a href="/wiki/Service_management" title="Service management">Service</a></li> <li><a href="/wiki/Strategic_management" title="Strategic management">Strategic</a></li> <li><a href="/wiki/Supply_chain_management" title="Supply chain management">Supply chain</a></li> <li><a href="/wiki/Systems_management" title="Systems management">Systems</a> <ul><li><a href="/wiki/System_administrator" title="System administrator">administrator</a></li></ul></li> <li><a href="/wiki/Talent_management" title="Talent management">Talent</a></li> <li><a href="/wiki/Technology_management" title="Technology management">Technology</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)">Organization</div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Organizational_architecture" title="Organizational architecture">Architecture</a></li> <li><a class="mw-selflink selflink">Behavior</a></li> <li><a href="/wiki/Organizational_communication" title="Organizational communication">Communication</a></li> <li><a href="/wiki/Organizational_culture" title="Organizational culture">Culture</a></li> <li><a href="/wiki/Organizational_conflict" title="Organizational conflict">Conflict</a></li> <li><a href="/wiki/Organization_development" title="Organization development">Development</a></li> <li><a href="/wiki/Organizational_engineering" title="Organizational engineering">Engineering</a></li> <li><a href="/wiki/Hierarchical_organization" title="Hierarchical organization">Hierarchy</a></li> <li><a href="/wiki/Organizational_patterns" title="Organizational patterns">Patterns</a></li> <li><a href="/wiki/Organizational_space" title="Organizational space">Space</a></li> <li><a href="/wiki/Organizational_structure" title="Organizational structure">Structure</a></li></ul></div></div></td> </tr><tr><td class="sidebar-content"> <div class="sidebar-list mw-collapsible mw-collapsed"><div class="sidebar-list-title" style="text-align: center;;color: var(--color-base)"><a href="/wiki/Trade" title="Trade">Trade</a></div><div class="sidebar-list-content mw-collapsible-content"> <ul><li><a href="/wiki/Business_analysis" title="Business analysis">Business analysis</a></li> <li><a href="/wiki/Business_ethics" title="Business ethics">Business ethics</a></li> <li><a href="/wiki/Business_plan" title="Business plan">Business plan</a></li> <li><a href="/wiki/Business_judgment_rule" title="Business judgment rule">Business judgment rule</a></li> <li><a href="/wiki/Consumer_behaviour" title="Consumer behaviour">Consumer behaviour</a></li> <li><a href="/wiki/Business_operations" title="Business operations">Business operations</a></li> <li><a href="/wiki/International_business" title="International business">International business</a></li> <li><a href="/wiki/Business_model" title="Business model">Business model</a></li> <li><a href="/wiki/International_trade" title="International trade">International trade</a> <ul><li><a href="/wiki/Trade_route" title="Trade route">Trade route</a></li></ul></li> <li><a href="/wiki/Business_process" title="Business process">Business process</a></li> <li><a href="/wiki/Business_statistics" class="mw-redirect" title="Business statistics">Business statistics</a></li></ul></div></div></td> </tr><tr><td class="sidebar-below"> <ul><li><span class="nowrap"><span class="noviewer" typeof="mw:File"><a href="/wiki/File:Emblem-money.svg" class="mw-file-description"><img alt="icon" src="//upload.wikimedia.org/wikipedia/commons/thumb/f/f3/Emblem-money.svg/16px-Emblem-money.svg.png" decoding="async" width="16" height="16" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/f/f3/Emblem-money.svg/24px-Emblem-money.svg.png 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/f/f3/Emblem-money.svg/32px-Emblem-money.svg.png 2x" data-file-width="48" data-file-height="48" /></a></span> </span><a href="/wiki/Portal:Business_and_economics" class="mw-redirect" title="Portal:Business and economics">Business and economics portal</a></li></ul></td></tr><tr><td class="sidebar-navbar"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1129693374"><style data-mw-deduplicate="TemplateStyles:r1239400231">.mw-parser-output .navbar{display:inline;font-size:88%;font-weight:normal}.mw-parser-output .navbar-collapse{float:left;text-align:left}.mw-parser-output .navbar-boxtext{word-spacing:0}.mw-parser-output .navbar ul{display:inline-block;white-space:nowrap;line-height:inherit}.mw-parser-output .navbar-brackets::before{margin-right:-0.125em;content:"[ "}.mw-parser-output .navbar-brackets::after{margin-left:-0.125em;content:" ]"}.mw-parser-output .navbar li{word-spacing:-0.125em}.mw-parser-output .navbar a>span,.mw-parser-output .navbar a>abbr{text-decoration:inherit}.mw-parser-output .navbar-mini abbr{font-variant:small-caps;border-bottom:none;text-decoration:none;cursor:inherit}.mw-parser-output .navbar-ct-full{font-size:114%;margin:0 7em}.mw-parser-output .navbar-ct-mini{font-size:114%;margin:0 4em}html.skin-theme-clientpref-night .mw-parser-output .navbar li a abbr{color:var(--color-base)!important}@media(prefers-color-scheme:dark){html.skin-theme-clientpref-os .mw-parser-output .navbar li a abbr{color:var(--color-base)!important}}@media print{.mw-parser-output .navbar{display:none!important}}</style><div class="navbar plainlinks hlist navbar-mini"><ul><li class="nv-view"><a href="/wiki/Template:Business_administration" title="Template:Business administration"><abbr title="View this template">v</abbr></a></li><li class="nv-talk"><a href="/wiki/Template_talk:Business_administration" title="Template talk:Business administration"><abbr title="Discuss this template">t</abbr></a></li><li class="nv-edit"><a href="/wiki/Special:EditPage/Template:Business_administration" title="Special:EditPage/Template:Business administration"><abbr title="Edit this template">e</abbr></a></li></ul></div></td></tr></tbody></table> <p><b>Organizational behavior</b> or <b>organisational behaviour</b> (see <a href="/wiki/American_and_British_English_spelling_differences" title="American and British English spelling differences">spelling differences</a>) is the "study of <a href="/wiki/Human_behavior" title="Human behavior">human behavior</a> in <a href="/wiki/Organization" title="Organization">organizational</a> settings, the interface between human behavior and the organization, and the organization itself".<sup id="cite_ref-Moorhead_1-0" class="reference"><a href="#cite_note-Moorhead-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup> Organizational behavioral research can be categorized in at least three ways:<sup id="cite_ref-2" class="reference"><a href="#cite_note-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup> </p> <ul><li>individuals in organizations (micro-level)</li> <li>work groups (meso-level)</li> <li>how organizations behave (macro-level)</li></ul> <p><a href="/wiki/Chester_Barnard" title="Chester Barnard">Chester Barnard</a> recognized that individuals behave differently when acting in their organizational role than when acting separately from the organization.<sup id="cite_ref-Barnard1938_3-0" class="reference"><a href="#cite_note-Barnard1938-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup> Organizational behavior researchers study the behavior of individuals primarily in their organizational roles. One of the main goals of organizational behavior research is "to revitalize organizational theory and develop a better conceptualization of organizational life".<sup id="cite_ref-4" class="reference"><a href="#cite_note-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup> </p> <meta property="mw:PageProp/toc" /> <div class="mw-heading mw-heading2"><h2 id="Relation_to_industrial_and_organizational_psychology">Relation to industrial and organizational psychology</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=1" title="Edit section: Relation to industrial and organizational psychology"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Miner (2006) mentioned that "there is a certain arbitrariness" in identifying a "point at which organizational behavior became established as a distinct discipline" (p. 56), suggesting that it could have emerged in the 1940s or 1950s.<sup id="cite_ref-Miner_5-0" class="reference"><a href="#cite_note-Miner-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> He also underlined the fact that the industrial psychology division of the American Psychological Association did not add "organizational" to its name until 1970, "long after organizational behavior had clearly come into existence" (p. 56), noting that a similar situation arose in sociology. Although there are similarities and differences between the two disciplines, there is still confusion around differentiating organizational behavior and organizational psychology.<sup id="cite_ref-6" class="reference"><a href="#cite_note-6"><span class="cite-bracket">[</span>6<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-7" class="reference"><a href="#cite_note-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="History">History</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=2" title="Edit section: History"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>As a multi-disciplinary science, organizational behavior has been influenced by developments in a number of related disciplines, including <a href="/wiki/Sociology" title="Sociology">sociology</a>, <a href="/wiki/Industrial/organizational_psychology" class="mw-redirect" title="Industrial/organizational psychology">industrial/organizational psychology</a>, and <a href="/wiki/Economics" title="Economics">economics</a>. </p><p>The <a href="/wiki/Industrial_Revolution" title="Industrial Revolution">Industrial Revolution</a> is a period from the 1760s where new technologies resulted in the adoption of new manufacturing techniques and increased mechanization. In his famous <a href="/wiki/Iron_cage" title="Iron cage">iron cage</a> metaphor, <a href="/wiki/Max_Weber" title="Max Weber">Max Weber</a> raised concerns over the reduction in religious and vocational work experiences. Weber claimed that the Industrial Revolution's focus on efficiency constrained the worker to a kind of "prison" and "stripped a worker of their individuality".<sup id="cite_ref-8" class="reference"><a href="#cite_note-8"><span class="cite-bracket">[</span>8<span class="cite-bracket">]</span></a></sup> The significant social and cultural changes caused by the Industrial Revolution also gave rise to new forms of organization. Weber analyzed one of these organizations and came to the conclusion that bureaucracy was "an organization that rested on <a href="/wiki/Rational-legal" class="mw-redirect" title="Rational-legal">rational-legal</a> principles and maximized technical efficiency."<sup id="cite_ref-Weber1947_9-0" class="reference"><a href="#cite_note-Weber1947-9"><span class="cite-bracket">[</span>9<span class="cite-bracket">]</span></a></sup> </p><p>A number of organizational behavioral practitioners documented their ideas about management and organization. The best known theories today originate from <a href="/wiki/Henri_Fayol" title="Henri Fayol">Henri Fayol</a>, <a href="/wiki/Chester_Barnard" title="Chester Barnard">Chester Barnard</a>, and <a href="/wiki/Mary_Parker_Follet" class="mw-redirect" title="Mary Parker Follet">Mary Parker Follet</a>. All three of them drew from their experience to develop a model of effective organizational management, and each of their theories independently shared a focus on human behavior and motivation.<sup id="cite_ref-Barnard1938_3-1" class="reference"><a href="#cite_note-Barnard1938-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-Fayol1917_10-0" class="reference"><a href="#cite_note-Fayol1917-10"><span class="cite-bracket">[</span>10<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-11" class="reference"><a href="#cite_note-11"><span class="cite-bracket">[</span>11<span class="cite-bracket">]</span></a></sup> One of the first <a href="/wiki/Management_consulting" title="Management consulting">management consultants</a>, <a href="/wiki/Frederick_Winslow_Taylor" title="Frederick Winslow Taylor">Frederick Taylor</a>, was a 19th-century engineer who applied an approach known as the <a href="/wiki/Scientific_management" title="Scientific management">scientific management</a>. Taylor advocated for maximizing task efficiency through the scientific method.<sup id="cite_ref-Taylor1911_12-0" class="reference"><a href="#cite_note-Taylor1911-12"><span class="cite-bracket">[</span>12<span class="cite-bracket">]</span></a></sup> The scientific method was further refined by <a href="/wiki/Lillian_Moller_Gilbreth" title="Lillian Moller Gilbreth">Lillian</a> and <a href="/wiki/Frank_Bunker_Gilbreth,_Sr." class="mw-redirect" title="Frank Bunker Gilbreth, Sr.">Frank Gilbreth</a>, who utilized <a href="/wiki/Time_and_motion_study" title="Time and motion study">time and motion study</a> to further improve worker efficiency.<sup id="cite_ref-price1989_13-0" class="reference"><a href="#cite_note-price1989-13"><span class="cite-bracket">[</span>13<span class="cite-bracket">]</span></a></sup> In the early 20th century the idea of <a href="/wiki/Fordism" title="Fordism">Fordism</a> emerged. Named after automobile mogul <a href="/wiki/Henry_Ford" title="Henry Ford">Henry Ford</a>, the method relied on the standardization of production through the use of assembly lines. This allowed unskilled workers to produce complex products efficiently. Sorenson later clarified that Fordism developed independently of Taylor.<sup id="cite_ref-14" class="reference"><a href="#cite_note-14"><span class="cite-bracket">[</span>14<span class="cite-bracket">]</span></a></sup> Fordism can be explained as the application of bureaucratic and scientific management principles to whole manufacturing process. The success of the scientific method and Fordism resulted in the widespread adoption of these methods. </p><p>In the 1920s, the <a href="/wiki/Hawthorne_Works" title="Hawthorne Works">Hawthorne Works</a> <a href="/wiki/Western_Electric" title="Western Electric">Western Electric</a> factory commissioned the first of what was to become known as the <a href="/wiki/Hawthorne_Studies" class="mw-redirect" title="Hawthorne Studies">Hawthorne Studies</a>. These studies initially adhered to the traditional scientific method, but also investigated whether workers would be more productive with higher or lower lighting levels. The results showed that regardless of lighting levels, when workers were being studied, productivity increased, but when the studies ended, worker productivity would return to normal. In following experiments, <a href="/wiki/Elton_Mayo" title="Elton Mayo">Elton Mayo</a> concluded that <a href="/wiki/Job_performance" title="Job performance">job performance</a> and the so-called <a href="/wiki/Hawthorne_Effect" class="mw-redirect" title="Hawthorne Effect">Hawthorne Effect</a> was strongly correlated to social relationships and job content.<sup id="cite_ref-Cullen_15-0" class="reference"><a href="#cite_note-Cullen-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup> Following the Hawthorne Studies <a href="/wiki/Motivation" title="Motivation">motivation</a> became a focal point in the Organizational behavioral community. A range of theories emerged in the 1950s and 1960s and include theories from notable Organizational behavioral researchers such as: <a href="/wiki/Frederick_Herzberg" title="Frederick Herzberg">Frederick Herzberg</a>, <a href="/wiki/Abraham_Maslow" title="Abraham Maslow">Abraham Maslow</a>, <a href="/wiki/David_McClelland" title="David McClelland">David McClelland</a>, <a href="/wiki/Victor_Vroom" title="Victor Vroom">Victor Vroom</a>, and <a href="/wiki/Douglas_McGregor" title="Douglas McGregor">Douglas McGregor</a>. These theories underline employee motivation, <a href="/wiki/Work_performance" class="mw-redirect" title="Work performance">work performance</a>, and <a href="/wiki/Job_satisfaction" title="Job satisfaction">job satisfaction</a>.<sup id="cite_ref-Miner_5-1" class="reference"><a href="#cite_note-Miner-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> </p><p><a href="/wiki/Herbert_A._Simon" title="Herbert A. Simon">Herbert Simon</a>'s <i><a href="/wiki/Administrative_Behavior" title="Administrative Behavior">Administrative Behavior</a></i> introduced a number of important Organizational behavior concepts, most notably decision-making. Simon, along with <a href="/wiki/Chester_Barnard" title="Chester Barnard">Chester Barnard</a>, argued that people make decisions differently inside an organization when compared to their decisions outside of an organization. While classical economic theories assume that people are rational decision-makers, Simon argued a contrary point. He argued that cognition is limited because of <a href="/wiki/Bounded_rationality" title="Bounded rationality">bounded rationality</a> For example, decision-makers often employ <a href="/wiki/Satisficing" title="Satisficing">satisficing</a>, the process of utilizing the first marginally acceptable solution rather than the most optimal solution.<sup id="cite_ref-Simon1997_16-0" class="reference"><a href="#cite_note-Simon1997-16"><span class="cite-bracket">[</span>16<span class="cite-bracket">]</span></a></sup> Simon was awarded the <a href="/wiki/Nobel_Memorial_Prize_in_Economic_Sciences" title="Nobel Memorial Prize in Economic Sciences">Nobel Prize in Economics</a> for his work on organizational decision-making.<sup id="cite_ref-17" class="reference"><a href="#cite_note-17"><span class="cite-bracket">[</span>17<span class="cite-bracket">]</span></a></sup> In the 1960s and 1970s, the field started to become more <a href="/wiki/Quantitative_research" title="Quantitative research">quantitative</a> and <a href="/wiki/Resource_dependence" class="mw-redirect" title="Resource dependence">resource dependent</a>. This gave rise to <a href="/wiki/Contingency_theory" title="Contingency theory">contingency theory</a>, <a href="/wiki/Institutional_theory" title="Institutional theory">institutional theory</a>, and <a href="/wiki/Organizational_ecology" title="Organizational ecology">organizational ecology</a>.<sup id="cite_ref-18" class="reference"><a href="#cite_note-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup> Starting in the 1980s, cultural explanations of organizations and organizational change became areas of study, in concert with fields such as <a href="/wiki/Anthropology" title="Anthropology">anthropology</a>, <a href="/wiki/Psychology" title="Psychology">psychology</a> and <a href="/wiki/Sociology" title="Sociology">sociology</a>. </p> <div class="mw-heading mw-heading2"><h2 id="Current_state_of_the_field">Current state of the field</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=3" title="Edit section: Current state of the field"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Research in and the teaching of Organizational behavior primarily takes place in university <a href="/wiki/Management" title="Management">management</a> departments in colleges of business. Sometimes Organizational Behavioral topics are taught in <a href="/wiki/Industrial_and_organizational_psychology" title="Industrial and organizational psychology">industrial and organizational psychology</a> graduate programs. </p><p>There have been additional developments in Organizational behavior research and practice. <a href="/wiki/Anthropology" title="Anthropology">Anthropology</a> has become increasingly influential, and led to the idea that one can understand firms as communities, by introducing concepts such as <a href="/wiki/Organizational_culture" title="Organizational culture">organizational culture</a>, organizational rituals, and symbolic acts.<sup id="cite_ref-Moorhead_1-1" class="reference"><a href="#cite_note-Moorhead-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup> <a href="/wiki/Leadership_studies" title="Leadership studies">Leadership studies</a> have also become part of Organizational behavior, although a single unifying theory remains elusive.<sup id="cite_ref-19" class="reference"><a href="#cite_note-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-20" class="reference"><a href="#cite_note-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup> Organizational behavioral researchers have shown increased interest in ethics and its importance in an organization.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (June 2014)">citation needed</span></a></i>]</sup> Some Organizational behavioral researchers have become interested in the aesthetic sphere of organizations.<sup id="cite_ref-21" class="reference"><a href="#cite_note-21"><span class="cite-bracket">[</span>21<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Research_methods_used">Research methods used</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=4" title="Edit section: Research methods used"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>A variety of methods are used in organizational behavior, many of which are found in other social sciences. </p> <div class="mw-heading mw-heading3"><h3 id="Quantitative_methods">Quantitative methods</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=5" title="Edit section: Quantitative methods"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Quantitative_research" title="Quantitative research">Quantitative research</a></div> <p>Quantitative research allows organizational behavior to be studied/compared through numerical data. A key advantage of quantitative studies is that their efficient examinations of large groups can be studied at lower costs and in less time. This form of research studies more of the broad study.<sup id="cite_ref-:0_22-0" class="reference"><a href="#cite_note-:0-22"><span class="cite-bracket">[</span>22<span class="cite-bracket">]</span></a></sup> </p><p>Statistical methods used in OB research commonly include <a href="/wiki/Correlation" title="Correlation">correlation</a>, <a href="/wiki/Analysis_of_variance" title="Analysis of variance">analysis of variance</a>, <a href="/wiki/Meta-analysis" title="Meta-analysis">meta-analysis</a>, <a href="/wiki/Multilevel_model" title="Multilevel model">multilevel modeling</a>, <a href="/wiki/Multiple_regression" class="mw-redirect" title="Multiple regression">multiple regression</a>, <a href="/wiki/Structural_equation_modeling" title="Structural equation modeling">structural equation modeling</a>, and <a href="/wiki/Time_series_analysis" class="mw-redirect" title="Time series analysis">time series analysis</a><sup id="cite_ref-Brewerton_23-0" class="reference"><a href="#cite_note-Brewerton-23"><span class="cite-bracket">[</span>23<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-24" class="reference"><a href="#cite_note-24"><span class="cite-bracket">[</span>24<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Computer_simulation">Computer simulation</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=6" title="Edit section: Computer simulation"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Computer_simulation_and_organization_studies" class="mw-redirect" title="Computer simulation and organization studies">Computer simulation and organization studies</a></div> <p>Computer simulation is a prominent method in organizational behavior.<sup id="cite_ref-25" class="reference"><a href="#cite_note-25"><span class="cite-bracket">[</span>25<span class="cite-bracket">]</span></a></sup> While there are many uses for <a href="/wiki/Computer_simulation" title="Computer simulation">computer simulation</a>, most Organizational behavioral researchers have used computer simulation to understand how organizations or firms operate. More recently, however, researchers have also started to apply computer simulation to understand individual behavior at a micro-level, focusing on individual and interpersonal <a href="/wiki/Cognition" title="Cognition">cognition</a> and <a href="/wiki/Behavior" title="Behavior">behavior</a><sup id="cite_ref-Hughes_et_al_(2012)_JOOP_26-0" class="reference"><a href="#cite_note-Hughes_et_al_(2012)_JOOP-26"><span class="cite-bracket">[</span>26<span class="cite-bracket">]</span></a></sup> such as the thought processes and behaviors that make up <a href="/wiki/Teamwork" title="Teamwork">teamwork</a>.<sup id="cite_ref-Crowder_et_al_(2012)_IEEE_TSMCA_27-0" class="reference"><a href="#cite_note-Crowder_et_al_(2012)_IEEE_TSMCA-27"><span class="cite-bracket">[</span>27<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Qualitative_methods">Qualitative methods</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=7" title="Edit section: Qualitative methods"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Qualitative_research" title="Qualitative research">Qualitative research</a></div> <p>Qualitative research<sup id="cite_ref-Brewerton_23-1" class="reference"><a href="#cite_note-Brewerton-23"><span class="cite-bracket">[</span>23<span class="cite-bracket">]</span></a></sup> consists of several methods of inquiry that generally do not involve the quantification of variables.This procedure builds and structure patterns of individual behavior.<sup id="cite_ref-:0_22-1" class="reference"><a href="#cite_note-:0-22"><span class="cite-bracket">[</span>22<span class="cite-bracket">]</span></a></sup> An advantage of qualitative research is that it provides a clearer picture of an organization. Qualitative methods can range from the <a href="/wiki/Content_analysis" title="Content analysis">content analysis</a> of interviews or written material to written narratives of observations. Meaning that qualitative research goes more in depth of their studies as opposed to the entirety.<sup id="cite_ref-:0_22-2" class="reference"><a href="#cite_note-:0-22"><span class="cite-bracket">[</span>22<span class="cite-bracket">]</span></a></sup> Common methods include <a href="/wiki/Ethnography" title="Ethnography">ethnography</a>, <a href="/wiki/Case_study" title="Case study">case studies</a>, historical methods, and interviews. </p> <div class="mw-heading mw-heading2"><h2 id="Topics">Topics</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=8" title="Edit section: Topics"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <div class="mw-heading mw-heading3"><h3 id="Consulting">Consulting</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=9" title="Edit section: Consulting"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Consultants use principles developed in organizational behavior research to assess clients' organizational problems and provide high quality services.<sup id="cite_ref-28" class="reference"><a href="#cite_note-28"><span class="cite-bracket">[</span>28<span class="cite-bracket">]</span></a></sup> A robust framework to analyze the consultant-client relationship is key in the success of any consulting engagement.<sup id="cite_ref-29" class="reference"><a href="#cite_note-29"><span class="cite-bracket">[</span>29<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Counterproductive_work_behavior">Counterproductive work behavior</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=10" title="Edit section: Counterproductive work behavior"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Counterproductive_work_behavior" title="Counterproductive work behavior">Counterproductive work behavior</a></div> <p>Counterproductive work behavior is employee behavior that harms or intends to harm an organization.<sup id="cite_ref-30" class="reference"><a href="#cite_note-30"><span class="cite-bracket">[</span>30<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Decision-making">Decision-making</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=11" title="Edit section: Decision-making"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Decision-making" title="Decision-making">Decision-making</a></div> <p>Many Organizational behavior researchers embrace the <a href="/wiki/Rational_planning_model" title="Rational planning model">rational planning model</a>.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (January 2017)">citation needed</span></a></i>]</sup> Decision-making research often focuses on how decisions are ordinarily made (normative decision-making), how thinkers arrive at a particular judgement (descriptive decision-making), and how to improve this decision-making (descriptive decision-making).<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (January 2017)">citation needed</span></a></i>]</sup> </p> <div class="mw-heading mw-heading3"><h3 id="Effects_of_diversity_and_inclusion">Effects of diversity and inclusion</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=12" title="Edit section: Effects of diversity and inclusion"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Companies that focus on diversity and inclusion are able to benefit from advantages such as better retention and less intention by staff to quit, increased job satisfaction, lower levels of stress and job withdrawal, higher levels of creativity and innovation, as well as less on-the-job conflict. Diversity, or focusing on differences between individuals and groups is of course important, organizations that have a culture that values the unique perspectives and contributions of all employees, also known as inclusion, may be able to move the needle from not engaged to engaged.<sup id="cite_ref-31" class="reference"><a href="#cite_note-31"><span class="cite-bracket">[</span>31<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Employee_mistreatment">Employee mistreatment</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=13" title="Edit section: Employee mistreatment"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>There are several types of mistreatments that employees endure in organizations, including: Abusive supervision, bullying, incivility, and sexual harassment. Employees in an organization being mistreated also can suffer work withdrawal. Withdrawing from an organization can be in the form of being late, not fully participating in work duties, or looking for a new job. Employees may file grievances in an organization with retrospect to a procedure or policy or mistreatment with human interactions.<sup id="cite_ref-32" class="reference"><a href="#cite_note-32"><span class="cite-bracket">[</span>32<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading4"><h4 id="Abusive_supervision">Abusive supervision</h4><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=14" title="Edit section: Abusive supervision"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Abusive_supervision" title="Abusive supervision">Abusive supervision</a></div> <p>Abusive supervision is the extent to which a <a href="/wiki/Supervisor" title="Supervisor">supervisor</a> engages in a pattern of behavior that harms subordinates.<sup id="cite_ref-33" class="reference"><a href="#cite_note-33"><span class="cite-bracket">[</span>33<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading4"><h4 id="Bullying">Bullying</h4><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=15" title="Edit section: Bullying"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Workplace_bullying" title="Workplace bullying">Workplace bullying</a></div> <p>Although definitions of workplace bullying vary, it involves a repeated pattern of harmful behaviors directed towards an individual.<sup id="cite_ref-34" class="reference"><a href="#cite_note-34"><span class="cite-bracket">[</span>34<span class="cite-bracket">]</span></a></sup> In order for a behavior to be termed bullying, the individual or individuals doing the harm have to possess (either singly or jointly) more power on any level than the victim.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (March 2019)">citation needed</span></a></i>]</sup> </p> <div class="mw-heading mw-heading4"><h4 id="Incivility">Incivility</h4><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=16" title="Edit section: Incivility"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Workplace_incivility" title="Workplace incivility">Workplace incivility</a></div> <p>Workplace incivility consists of low-intensity discourteous and <a href="/wiki/Rude" class="mw-redirect" title="Rude">rude</a> behavior and is characterized by an ambiguous intent to harm, and the violation of <a href="/wiki/Norm_(social)" class="mw-redirect" title="Norm (social)">social norms</a> governing appropriate workplace behavior.<sup id="cite_ref-35" class="reference"><a href="#cite_note-35"><span class="cite-bracket">[</span>35<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading4"><h4 id="Sexual_harassment">Sexual harassment</h4><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=17" title="Edit section: Sexual harassment"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Sexual_harassment" title="Sexual harassment">Sexual harassment</a></div> <p>Sexual harassment is behavior that denigrates or mistreats an individual due to his or her gender, often creating an offensive workplace that interferes with job performance.<sup id="cite_ref-36" class="reference"><a href="#cite_note-36"><span class="cite-bracket">[</span>36<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Teams">Teams</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=18" title="Edit section: Teams"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Team" title="Team">Team</a></div> <div class="mw-heading mw-heading3"><h3 id="Job-related_attitudes_and_emotions">Job-related attitudes and emotions</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=19" title="Edit section: Job-related attitudes and emotions"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Organizational behavior deals with employee attitudes and feelings, including <a href="/wiki/Job_satisfaction" title="Job satisfaction">job satisfaction</a>, <a href="/wiki/Organizational_commitment" title="Organizational commitment">organizational commitment</a>, <a href="/w/index.php?title=Job_involvement&action=edit&redlink=1" class="new" title="Job involvement (page does not exist)">job involvement</a> and <a href="/wiki/Emotional_labor" title="Emotional labor">emotional labor</a>. Job satisfaction reflects the feelings an employee has about his or her job or facets of the job, such as pay or supervision.<sup id="cite_ref-37" class="reference"><a href="#cite_note-37"><span class="cite-bracket">[</span>37<span class="cite-bracket">]</span></a></sup> Organizational commitment represents the extent to which employees feel attached to their organization.<sup id="cite_ref-38" class="reference"><a href="#cite_note-38"><span class="cite-bracket">[</span>38<span class="cite-bracket">]</span></a></sup> Job involvement is the extent to which an individual identifies with their job and considers it a material component of their self-worth.<sup id="cite_ref-39" class="reference"><a href="#cite_note-39"><span class="cite-bracket">[</span>39<span class="cite-bracket">]</span></a></sup> Emotional labor concerns the requirement that an employee display certain emotions, such smiling at customers, even when the employee does not feel the emotion he or she is required to display.<sup id="cite_ref-40" class="reference"><a href="#cite_note-40"><span class="cite-bracket">[</span>40<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Leadership">Leadership</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=20" title="Edit section: Leadership"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Leadership" title="Leadership">Leadership</a></div> <p>There have been a number of theories that concern leadership. Early theories focused on characteristics of leaders, while later theories focused on leader behavior, and conditions under which leaders can be effective. Among these approaches are <a href="/wiki/Contingency_theory" title="Contingency theory">contingency theory</a>, the <a href="/wiki/Consideration_and_initiating_structure" title="Consideration and initiating structure">consideration and initiating structure</a> model, <a href="/wiki/Leader-member_exchange_theory" class="mw-redirect" title="Leader-member exchange theory">leader-member exchange or LMX theory</a>, <a href="/wiki/Path-goal_theory" class="mw-redirect" title="Path-goal theory">path-goal theory</a>, <a href="/wiki/Behavior_modification" title="Behavior modification">behavioural modification</a> and <a href="/wiki/Transformational_leadership_theory" class="mw-redirect" title="Transformational leadership theory">transformational leadership theory</a>. </p><p>Contingency theory indicates that good leadership depends on characteristics of the leader and the situation.<sup id="cite_ref-Fielder1_41-0" class="reference"><a href="#cite_note-Fielder1-41"><span class="cite-bracket">[</span>41<span class="cite-bracket">]</span></a></sup> The Ohio State Leadership Studies identified dimensions of leadership known as consideration (showing concern and respect for subordinates) and initiating structure (assigning tasks and setting performance goals).<sup id="cite_ref-42" class="reference"><a href="#cite_note-42"><span class="cite-bracket">[</span>42<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-43" class="reference"><a href="#cite_note-43"><span class="cite-bracket">[</span>43<span class="cite-bracket">]</span></a></sup> LMX theory focuses on exchange relationships between individual supervisor-subordinate pairs.<sup id="cite_ref-Novak1_44-0" class="reference"><a href="#cite_note-Novak1-44"><span class="cite-bracket">[</span>44<span class="cite-bracket">]</span></a></sup> Path-goal theory is a contingency theory linking appropriate leader style to organizational conditions and subordinate personality.<sup id="cite_ref-45" class="reference"><a href="#cite_note-45"><span class="cite-bracket">[</span>45<span class="cite-bracket">]</span></a></sup> Transformational leadership theory concerns the behaviors leaders engage in that inspire high levels of motivation and performance in followers. The idea of <a href="/wiki/Charismatic_leadership" class="mw-redirect" title="Charismatic leadership">charismatic leadership</a> is part of transformational leadership theory.<sup id="cite_ref-46" class="reference"><a href="#cite_note-46"><span class="cite-bracket">[</span>46<span class="cite-bracket">]</span></a></sup> In behavioural modification, the leader's reward power (ability to give or withhold reward and punishment) is the focus and the importance of giving contingent (vs non-contingent) rewards is emphasized. </p> <div class="mw-heading mw-heading3"><h3 id="Managerial_roles">Managerial roles</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=21" title="Edit section: Managerial roles"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Mintzberg%27s_managerial_roles" class="mw-redirect" title="Mintzberg's managerial roles">Mintzberg's managerial roles</a></div> <p>In the late 1960s <a href="/wiki/Henry_Mintzberg" title="Henry Mintzberg">Henry Mintzberg</a>, a graduate student at MIT, carefully studied the activities of five executives. On the basis of his observations, Mintzberg arrived at three categories that subsume managerial roles: interpersonal roles, decisional roles, and informational roles.<sup id="cite_ref-47" class="reference"><a href="#cite_note-47"><span class="cite-bracket">[</span>47<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Motivation">Motivation</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=22" title="Edit section: Motivation"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Retaining talented and successful employees is a key factor for a company to maintain a competitive advantage. An environment where people can use their talent effectively can help motivate even the most smart, hard-working, difficult individuals. Building great people relies on engagement through motivation and behavioral practices (O'Reilly, C., and Pfeffer, J., 2000).<sup id="cite_ref-48" class="reference"><a href="#cite_note-48"><span class="cite-bracket">[</span>48<span class="cite-bracket">]</span></a></sup> Baron and Greenberg (2008)<sup id="cite_ref-49" class="reference"><a href="#cite_note-49"><span class="cite-bracket">[</span>49<span class="cite-bracket">]</span></a></sup> wrote that motivation involves "the set of processes that arouse, direct, and maintain human behavior toward attaining some goal." There are several different theories of motivation relevant to Organizational Behavior, including <a href="/wiki/Equity_theory" title="Equity theory">equity theory</a>,<sup id="cite_ref-Adams1965_50-0" class="reference"><a href="#cite_note-Adams1965-50"><span class="cite-bracket">[</span>50<span class="cite-bracket">]</span></a></sup> <a href="/wiki/Expectancy_theory" title="Expectancy theory">expectancy theory</a>,<sup id="cite_ref-Vroom1964_51-0" class="reference"><a href="#cite_note-Vroom1964-51"><span class="cite-bracket">[</span>51<span class="cite-bracket">]</span></a></sup> <a href="/wiki/Maslow%27s_hierarchy_of_needs" title="Maslow's hierarchy of needs">Maslow's hierarchy of needs</a>,<sup id="cite_ref-Maslow1943_52-0" class="reference"><a href="#cite_note-Maslow1943-52"><span class="cite-bracket">[</span>52<span class="cite-bracket">]</span></a></sup> <a href="/wiki/Motivation#Incentive_theory" title="Motivation">incentive theory</a>, <a href="/wiki/Organizational_justice" title="Organizational justice">organizational justice</a> theory,<sup id="cite_ref-Greenberg1987_53-0" class="reference"><a href="#cite_note-Greenberg1987-53"><span class="cite-bracket">[</span>53<span class="cite-bracket">]</span></a></sup> <a href="/wiki/Frederick_Herzberg" title="Frederick Herzberg">Herzberg</a>'s <a href="/wiki/Two-factor_theory" title="Two-factor theory">two-factor theory</a>,<sup id="cite_ref-Herzberg1968_54-0" class="reference"><a href="#cite_note-Herzberg1968-54"><span class="cite-bracket">[</span>54<span class="cite-bracket">]</span></a></sup> and <a href="/wiki/Theory_X_and_Theory_Y" title="Theory X and Theory Y">Theory X and Theory Y</a>.<sup id="cite_ref-McGregor,_D._M._1960_55-0" class="reference"><a href="#cite_note-McGregor,_D._M._1960-55"><span class="cite-bracket">[</span>55<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Types_of_motivation">Types of motivation</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=23" title="Edit section: Types of motivation"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Intrinsic Motivation- This behavior happens out of the pure thought of an individual’s need. Not as compensation. This behavior is used out of the pure need of self-motivation. It is the need to prove one’s self worth. Extrinsic motivation is triggered by external rewards. Meaning, the need for a reward outside of themselves feeling accomplished. This can be brought to them by a pay raise, bonuses, rewards like gift cards and many other sorts.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (May 2023)">citation needed</span></a></i>]</sup> </p> <div class="mw-heading mw-heading3"><h3 id="Public_Relations">Public Relations</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=24" title="Edit section: Public Relations"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Public relations is the practice of managing the communication between the public and the organization, therefore public relations is also related to organizational behavior. </p> <div class="mw-heading mw-heading3"><h3 id="National_culture">National culture</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=25" title="Edit section: National culture"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>National culture is thought to affect the behavior of individuals in organizations. This idea is exemplified by <a href="/wiki/Hofstede%27s_cultural_dimensions_theory" title="Hofstede's cultural dimensions theory">Hofstede's cultural dimensions theory</a>. Hofstede surveyed a large number of cultures and identified six dimensions of national cultures that influence the behavior of individuals in organizations.<sup id="cite_ref-56" class="reference"><a href="#cite_note-56"><span class="cite-bracket">[</span>56<span class="cite-bracket">]</span></a></sup> These dimensions include power distance, individualism vs. collectivism, uncertainty avoidance, masculinity vs. femininity, long-term orientation vs. short term orientation, and indulgence vs. restraint. </p> <div class="mw-heading mw-heading3"><h3 id="Organizational_behavior_policies">Organizational behavior policies</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=26" title="Edit section: Organizational behavior policies"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Organizational behavior policies inside organizations such as employee dating, are rules that can be applied to employees with fairness. Labor relations, leadership, diversity and inclusion policies, will have more satisfied employees with organizational behavior policies. Policy implications are underutilized in organizations. But the need for implications is important.<sup id="cite_ref-57" class="reference"><a href="#cite_note-57"><span class="cite-bracket">[</span>57<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Organizational_citizenship_behavior">Organizational citizenship behavior</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=27" title="Edit section: Organizational citizenship behavior"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Organizational_citizenship_behavior" title="Organizational citizenship behavior">Organizational citizenship behavior</a></div> <p>Organizational citizenship behavior is behavior that goes beyond assigned tasks and contributes to the well-being of organizations.<sup id="cite_ref-58" class="reference"><a href="#cite_note-58"><span class="cite-bracket">[</span>58<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Organizational_culture">Organizational culture</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=28" title="Edit section: Organizational culture"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Organizational_culture" title="Organizational culture">Organizational culture</a></div> <p>Organizational culture reflects the values and behaviors that are commonly observed in an organization. Investigators who pursue this line of research assume that organizations can be characterized by cultural dimensions such as beliefs, values, rituals, symbols, and so forth.<sup id="cite_ref-59" class="reference"><a href="#cite_note-59"><span class="cite-bracket">[</span>59<span class="cite-bracket">]</span></a></sup> Researchers have developed models for understanding an organization's culture or developed typologies of organizational culture. <a href="/wiki/Edgar_Schein" title="Edgar Schein">Edgar Schein</a> developed a model for understanding organizational culture. He identified three levels of organizational culture: (a) artifacts and behaviors, (b) espoused values, and (c) shared basic assumptions. Specific cultures have been related to organizational performance<sup id="cite_ref-60" class="reference"><a href="#cite_note-60"><span class="cite-bracket">[</span>60<span class="cite-bracket">]</span></a></sup> and effectiveness.<sup id="cite_ref-61" class="reference"><a href="#cite_note-61"><span class="cite-bracket">[</span>61<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Personality">Personality</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=29" title="Edit section: Personality"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Personality" title="Personality">Personality</a></div> <p>Personality concerns consistent patterns of behavior, <a href="/wiki/Cognition" title="Cognition">cognition</a>, and <a href="/wiki/Emotion" title="Emotion">emotion</a> in individuals.<sup id="cite_ref-62" class="reference"><a href="#cite_note-62"><span class="cite-bracket">[</span>62<span class="cite-bracket">]</span></a></sup> The study of personality in organizations has generally focused on the relation of specific traits to employee performance. There has been a particular focus on the <a href="/wiki/Big_Five_personality_traits" title="Big Five personality traits">Big Five personality traits</a>, which refers to five overarching personality traits. </p> <div class="mw-heading mw-heading3"><h3 id="Occupational_stress">Occupational stress</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=30" title="Edit section: Occupational stress"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Occupational_stress" title="Occupational stress">Occupational stress</a></div> <p>There are number of ways to characterize occupational stress. One way of characterizing it is to term it an imbalance between job demands (aspects of the job that require mental or physical effort) and resources that help manage the demands.<sup id="cite_ref-63" class="reference"><a href="#cite_note-63"><span class="cite-bracket">[</span>63<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Work–family_conflict"><span id="Work.E2.80.93family_conflict"></span>Work–family conflict</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=31" title="Edit section: Work–family conflict"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Work%E2%80%93family_conflict" title="Work–family conflict">Work–family conflict</a></div> <p><a href="/wiki/Chester_Barnard" title="Chester Barnard">Chester Barnard</a> recognized that individuals behave differently when acting in their work role than when acting in roles outside their work role.<sup id="cite_ref-Barnard1938_3-2" class="reference"><a href="#cite_note-Barnard1938-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup> Work–family conflict occurs when the demands of family and work roles are incompatible, and the demands of at least one role interfere with the discharge of the demands of the other.<sup id="cite_ref-64" class="reference"><a href="#cite_note-64"><span class="cite-bracket">[</span>64<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="Organization_theory">Organization theory</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=32" title="Edit section: Organization theory"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Organizational_theory" title="Organizational theory">Organizational theory</a></div> <p>Organization theory is concerned with explaining the workings of an organization as a whole or of many organizations. The focus of organizational theory is to understand the structure and processes of organizations and how organizations interact with each other and the larger society.<sup class="noprint Inline-Template Template-Fact" style="white-space:nowrap;">[<i><a href="/wiki/Wikipedia:Citation_needed" title="Wikipedia:Citation needed"><span title="This claim needs references to reliable sources. (January 2017)">citation needed</span></a></i>]</sup> </p> <div class="mw-heading mw-heading3"><h3 id="Bureaucracy">Bureaucracy</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=33" title="Edit section: Bureaucracy"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Bureaucracy" title="Bureaucracy">Bureaucracy</a></div> <p><a href="/wiki/Max_Weber" title="Max Weber">Max Weber</a> argued that bureaucracy involved the application of <a href="/wiki/Rational-legal" class="mw-redirect" title="Rational-legal">rational-legal</a> authority to the organization of work, making bureaucracy the most technically efficient form of organization.<sup id="cite_ref-Weber1947_9-1" class="reference"><a href="#cite_note-Weber1947-9"><span class="cite-bracket">[</span>9<span class="cite-bracket">]</span></a></sup> Weber enumerated a number of principles of bureaucratic organization including: a formal organizational hierarchy, management by rules, organization by functional specialty, selecting people based on their skills and technical qualifications, an "up-focused" (to organization's board or shareholders) or "in-focused" (to the organization itself) mission, and a purposefully impersonal environment (e.g., applying the same rules and structures to all members of the organization). These rules reflect Weberian "ideal types," and how they are enacted in organizations varies according to local conditions. <a href="/wiki/Charles_Perrow" title="Charles Perrow">Charles Perrow</a> extended Weber's work, arguing that all organizations can be understood in terms of bureaucracy and that organizational failures are more often a result of insufficient application of bureaucratic principles.<sup id="cite_ref-65" class="reference"><a href="#cite_note-65"><span class="cite-bracket">[</span>65<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Economic_theories_of_organization">Economic theories of organization</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=34" title="Edit section: Economic theories of organization"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>At least three theories are relevant here, <a href="/wiki/Theory_of_the_firm" title="Theory of the firm">theory of the firm</a>, <a href="/wiki/Transaction_cost_economics" class="mw-redirect" title="Transaction cost economics">transaction cost economics</a>, and <a href="/wiki/Agency_theory" class="mw-redirect" title="Agency theory">agency theory</a>. </p> <div class="mw-heading mw-heading3"><h3 id="Theories_pertaining_to_organizational_structures">Theories pertaining to organizational structures</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=35" title="Edit section: Theories pertaining to organizational structures"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Theories pertaining to organizational structures and dynamics include <a href="/wiki/Complexity_theory_and_organizations" title="Complexity theory and organizations">complexity theory</a>, <a href="/wiki/French_and_Raven%27s_five_bases_of_power" class="mw-redirect" title="French and Raven's five bases of power">French and Raven's five bases of power</a>,<sup id="cite_ref-66" class="reference"><a href="#cite_note-66"><span class="cite-bracket">[</span>66<span class="cite-bracket">]</span></a></sup> <a href="/wiki/Hybrid_organization" title="Hybrid organization">hybrid organization theory</a>, <a href="/wiki/Informal_organization" title="Informal organization">informal organizational theory</a>, <a href="/wiki/Resource_dependence_theory" title="Resource dependence theory">resource dependence theory</a>, and <a href="/wiki/Mintzberg" class="mw-redirect" title="Mintzberg">Mintzberg</a>'s <a href="/wiki/Organigraph" title="Organigraph">organigraph</a>. </p> <div class="mw-heading mw-heading3"><h3 id="Institutional_theory">Institutional theory</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=36" title="Edit section: Institutional theory"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Institutional_theory" title="Institutional theory">Institutional theory</a></div> <div class="mw-heading mw-heading3"><h3 id="Systems_theory">Systems theory</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=37" title="Edit section: Systems theory"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Systems_theory" title="Systems theory">Systems theory</a></div> <p>The systems framework is also fundamental to organizational theory. <a href="/wiki/Organization" title="Organization">Organizations</a> are complex, goal-oriented entities.<sup id="cite_ref-67" class="reference"><a href="#cite_note-67"><span class="cite-bracket">[</span>67<span class="cite-bracket">]</span></a></sup> <a href="/wiki/Alexander_Bogdanov" title="Alexander Bogdanov">Alexander Bogdanov</a>, an early thinker in the field, developed his <a href="/wiki/Tectology" class="mw-redirect" title="Tectology">tectology</a>, a theory widely considered a precursor of <a href="/wiki/Bertalanffy" class="mw-redirect" title="Bertalanffy">Bertalanffy</a>'s <a href="/wiki/General_systems_theory" class="mw-redirect" title="General systems theory">general systems theory</a>. One of the aims of general systems theory was to model human organizations. <a href="/wiki/Kurt_Lewin" title="Kurt Lewin">Kurt Lewin</a>, a social psychologist, was influential in developing a systems perspective with regard to organizations. He coined the term "systems of ideology," partly based on his frustration with behaviorist psychology, which he believed to be an obstacle to sustainable work in psychology.<sup id="cite_ref-68" class="reference"><a href="#cite_note-68"><span class="cite-bracket">[</span>68<span class="cite-bracket">]</span></a></sup> <a href="/wiki/Niklas_Luhmann" title="Niklas Luhmann">Niklas Luhmann</a>, a sociologist, developed a sociological systems theory. </p> <div class="mw-heading mw-heading3"><h3 id="Organizational_ecology">Organizational ecology</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=38" title="Edit section: Organizational ecology"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Organizational_ecology" title="Organizational ecology">Organizational ecology</a></div> <p>Organizational ecology models apply concepts from <a href="/wiki/Evolutionary_theory" class="mw-redirect" title="Evolutionary theory">evolutionary theory</a> to the study of populations of organizations, focusing on birth (founding), growth and change, and death (firm mortality). In this view, organizations are 'selected' based on their fit with their operating environment. </p> <div class="mw-heading mw-heading3"><h3 id="Scientific_management">Scientific management</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=39" title="Edit section: Scientific management"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1236090951"><div role="note" class="hatnote navigation-not-searchable">Main article: <a href="/wiki/Scientific_management" title="Scientific management">Scientific management</a></div> <p>Scientific management refers to an approach to management based on principles of <a href="/wiki/Engineering" title="Engineering">engineering</a>. It focuses on incentives and other practices empirically shown to improve productivity. </p> <div class="mw-heading mw-heading2"><h2 id="Contributing_disciplines">Contributing disciplines</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=40" title="Edit section: Contributing disciplines"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <ul><li><a href="/wiki/Anthropology" title="Anthropology">Anthropology</a></li> <li><a href="/wiki/Human_resources_management" class="mw-redirect" title="Human resources management">Human resources management</a></li> <li><a href="/wiki/Industrial/organizational_psychology" class="mw-redirect" title="Industrial/organizational psychology">Industrial/organizational psychology</a></li> <li><a href="/wiki/Personality_psychology" title="Personality psychology">Personality psychology</a></li> <li><a href="/wiki/Social_psychology" title="Social psychology">Social psychology</a></li> <li><a href="/wiki/Sociology" title="Sociology">Sociology</a></li></ul> <div class="mw-heading mw-heading2"><h2 id="Models">Models</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=41" title="Edit section: Models"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <div class="mw-heading mw-heading3"><h3 id="Inputs-Processes-Outputs_(IPO)_framework"><span id="Inputs-Processes-Outputs_.28IPO.29_framework"></span>Inputs-Processes-Outputs (IPO) framework</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=42" title="Edit section: Inputs-Processes-Outputs (IPO) framework"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <div class="mw-heading mw-heading4"><h4 id="Inputs">Inputs</h4><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=43" title="Edit section: Inputs"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Inputs are the variables like personality, group structure, and organization culture that lead to processes. These variables set the stage for what will occur in an organization later. </p> <div class="mw-heading mw-heading4"><h4 id="Processes">Processes</h4><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=44" title="Edit section: Processes"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Processes are actions that individuals, groups, and organisations engage in as a result of inputs and that lead to certain outcomes. </p> <div class="mw-heading mw-heading4"><h4 id="Outcomes">Outcomes</h4><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=45" title="Edit section: Outcomes"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Outcomes are the key variables that you want to explain or predict, and that are affected by some other variables.<sup id="cite_ref-69" class="reference"><a href="#cite_note-69"><span class="cite-bracket">[</span>69<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Inputs-Mediators-Outputs-Inputs_(IMOI)_framework"><span id="Inputs-Mediators-Outputs-Inputs_.28IMOI.29_framework"></span>Inputs-Mediators-Outputs-Inputs (IMOI) framework</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=46" title="Edit section: Inputs-Mediators-Outputs-Inputs (IMOI) framework"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Adding to the IPO model, the IMOI framework emphasizes that outputs can also become subsequent inputs, creating a cyclical process. </p> <div class="mw-heading mw-heading2"><h2 id="Journals">Journals</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=47" title="Edit section: Journals"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1184024115">.mw-parser-output .div-col{margin-top:0.3em;column-width:30em}.mw-parser-output .div-col-small{font-size:90%}.mw-parser-output .div-col-rules{column-rule:1px solid #aaa}.mw-parser-output .div-col dl,.mw-parser-output .div-col ol,.mw-parser-output .div-col ul{margin-top:0}.mw-parser-output .div-col li,.mw-parser-output .div-col dd{page-break-inside:avoid;break-inside:avoid-column}</style><div class="div-col" style="column-width: 30em;"> <ul><li><i><a href="/wiki/Academy_of_Management_Journal" title="Academy of Management Journal">Academy of Management Journal</a></i><sup id="cite_ref-70" class="reference"><a href="#cite_note-70"><span class="cite-bracket">[</span>70<span class="cite-bracket">]</span></a></sup></li> <li><i><a href="/wiki/Academy_of_Management_Review" title="Academy of Management Review">Academy of Management Review</a></i><sup id="cite_ref-71" class="reference"><a href="#cite_note-71"><span class="cite-bracket">[</span>71<span class="cite-bracket">]</span></a></sup></li> <li><i><a href="/wiki/Administrative_Science_Quarterly" title="Administrative Science Quarterly">Administrative Science Quarterly</a></i><sup id="cite_ref-72" class="reference"><a href="#cite_note-72"><span class="cite-bracket">[</span>72<span class="cite-bracket">]</span></a></sup></li> <li><i><a href="/wiki/Harvard_Business_Review" title="Harvard Business Review">Harvard Business Review</a></i></li> <li><i><a href="/wiki/Human_Resource_Management" class="mw-redirect" title="Human Resource Management">Human Resource Management</a></i><sup id="cite_ref-73" class="reference"><a href="#cite_note-73"><span class="cite-bracket">[</span>73<span class="cite-bracket">]</span></a></sup></li> <li><i>Human Resources Management Review</i><sup id="cite_ref-74" class="reference"><a href="#cite_note-74"><span class="cite-bracket">[</span>74<span class="cite-bracket">]</span></a></sup></li> <li><i><a href="/wiki/Journal_of_Business_and_Psychology" title="Journal of Business and Psychology">Journal of Business and Psychology</a></i><sup id="cite_ref-75" class="reference"><a href="#cite_note-75"><span class="cite-bracket">[</span>75<span class="cite-bracket">]</span></a></sup></li> <li><i><a href="/wiki/Journal_of_International_Business_Studies" title="Journal of International Business Studies">Journal of International Business Studies</a></i></li> <li><i><a href="/wiki/Journal_of_Management" title="Journal of Management">Journal of Management</a></i><sup id="cite_ref-76" class="reference"><a href="#cite_note-76"><span class="cite-bracket">[</span>76<span class="cite-bracket">]</span></a></sup></li> <li><i><a href="/wiki/Journal_of_Management_Studies" title="Journal of Management Studies">Journal of Management Studies</a></i></li> <li><i>Organizational Behavior and Human Decision Processes</i></li> <li><i><a href="/wiki/Organization_Science_(journal)" title="Organization Science (journal)">Organization Science</a></i></li> <li><i><a href="/wiki/Organization_Studies" class="mw-redirect" title="Organization Studies">Organization Studies</a></i></li> <li><i><a href="/wiki/Organizational_Research_Methods" title="Organizational Research Methods">Organizational Research Methods</a></i></li> <li><i><a href="/wiki/Sloan_Management_Review" class="mw-redirect" title="Sloan Management Review">Sloan Management Review</a></i></li> <li><i><a href="/wiki/Systems_Research_and_Behavioral_Science" title="Systems Research and Behavioral Science">Systems Research and Behavioral Science</a></i></li></ul></div> <div class="mw-heading mw-heading2"><h2 id="See_also">See also</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=48" title="Edit section: See also"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1184024115"><div class="div-col" style="column-width: 30em;"> <ul><li><a href="/wiki/Fail_fast_(business)" title="Fail fast (business)">Fail fast (business)</a></li> <li><a href="/wiki/Kick_the_cat" title="Kick the cat">Kick the cat</a></li> <li><a href="/wiki/Kiss_up_kick_down" title="Kiss up kick down">Kiss up kick down</a></li> <li><a href="/wiki/List_of_business_theorists" title="List of business theorists">List of business theorists</a></li> <li><a href="/wiki/Machiavellianism_in_the_workplace" title="Machiavellianism in the workplace">Machiavellianism in the workplace</a></li> <li><a href="/wiki/Marking_your_own_homework" title="Marking your own homework">Marking your own homework</a></li> <li><a href="/wiki/Narcissism_in_the_workplace" title="Narcissism in the workplace">Narcissism in the workplace</a></li> <li><a href="/wiki/Occupational_health_psychology" title="Occupational health psychology">Occupational health psychology</a></li> <li><a href="/wiki/Organization_design" class="mw-redirect" title="Organization design">Organization design</a></li> <li><a href="/wiki/Organization_development" title="Organization development">Organization development</a></li> <li><a href="/wiki/Organizational_dissent" title="Organizational dissent">Organizational dissent</a></li> <li><a href="/wiki/Organizational_engineering" title="Organizational engineering">Organizational engineering</a></li> <li><a href="/wiki/Organizational_studies" class="mw-redirect" title="Organizational studies">Organizational studies</a></li> <li><a href="/wiki/Psychopathy_in_the_workplace" title="Psychopathy in the workplace">Psychopathy in the workplace</a></li></ul></div> <div class="mw-heading mw-heading2"><h2 id="References">References</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Organizational_behavior&action=edit&section=49" title="Edit section: References"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1239543626">.mw-parser-output .reflist{margin-bottom:0.5em;list-style-type:decimal}@media screen{.mw-parser-output .reflist{font-size:90%}}.mw-parser-output .reflist .references{font-size:100%;margin-bottom:0;list-style-type:inherit}.mw-parser-output .reflist-columns-2{column-width:30em}.mw-parser-output .reflist-columns-3{column-width:25em}.mw-parser-output .reflist-columns{margin-top:0.3em}.mw-parser-output .reflist-columns ol{margin-top:0}.mw-parser-output .reflist-columns li{page-break-inside:avoid;break-inside:avoid-column}.mw-parser-output .reflist-upper-alpha{list-style-type:upper-alpha}.mw-parser-output .reflist-upper-roman{list-style-type:upper-roman}.mw-parser-output .reflist-lower-alpha{list-style-type:lower-alpha}.mw-parser-output .reflist-lower-greek{list-style-type:lower-greek}.mw-parser-output .reflist-lower-roman{list-style-type:lower-roman}</style><div class="reflist"> <div class="mw-references-wrap mw-references-columns"><ol class="references"> <li id="cite_note-Moorhead-1"><span class="mw-cite-backlink">^ <a href="#cite_ref-Moorhead_1-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-Moorhead_1-1"><sup><i><b>b</b></i></sup></a></span> <span class="reference-text">Moorhead, G., & Griffin, R. W. (1995). <i>Organizational behavior: Managing people and organizations</i> (5th edition). Boston. Houghton Mifflin, (p.4)</span> </li> <li id="cite_note-2"><span class="mw-cite-backlink"><b><a href="#cite_ref-2">^</a></b></span> <span class="reference-text">Management which is the process of stated Objectives, Planning, Organizing, Directing, Controlling, and Staffing to achieve stated (formalized) objectives. Wagner, J. A., & Hollenbeck, J. R. (2010). <i>Organizational behavior: Securing competitive advantage</i>. New York: Routledge.</span> </li> <li id="cite_note-Barnard1938-3"><span class="mw-cite-backlink">^ <a href="#cite_ref-Barnard1938_3-0"><sup><i><b>a</b></i></sup></a> <a href="#cite_ref-Barnard1938_3-1"><sup><i><b>b</b></i></sup></a> <a href="#cite_ref-Barnard1938_3-2"><sup><i><b>c</b></i></sup></a></span> <span class="reference-text"><style data-mw-deduplicate="TemplateStyles:r1238218222">.mw-parser-output cite.citation{font-style:inherit;word-wrap:break-word}.mw-parser-output .citation q{quotes:"\"""\"""'""'"}.mw-parser-output .citation:target{background-color:rgba(0,127,255,0.133)}.mw-parser-output .id-lock-free.id-lock-free a{background:url("//upload.wikimedia.org/wikipedia/commons/6/65/Lock-green.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-limited.id-lock-limited a,.mw-parser-output .id-lock-registration.id-lock-registration a{background:url("//upload.wikimedia.org/wikipedia/commons/d/d6/Lock-gray-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .id-lock-subscription.id-lock-subscription a{background:url("//upload.wikimedia.org/wikipedia/commons/a/aa/Lock-red-alt-2.svg")right 0.1em center/9px no-repeat}.mw-parser-output .cs1-ws-icon a{background:url("//upload.wikimedia.org/wikipedia/commons/4/4c/Wikisource-logo.svg")right 0.1em center/12px no-repeat}body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-free a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-limited a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-registration a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .id-lock-subscription a,body:not(.skin-timeless):not(.skin-minerva) .mw-parser-output .cs1-ws-icon a{background-size:contain;padding:0 1em 0 0}.mw-parser-output .cs1-code{color:inherit;background:inherit;border:none;padding:inherit}.mw-parser-output .cs1-hidden-error{display:none;color:var(--color-error,#d33)}.mw-parser-output .cs1-visible-error{color:var(--color-error,#d33)}.mw-parser-output .cs1-maint{display:none;color:#085;margin-left:0.3em}.mw-parser-output .cs1-kern-left{padding-left:0.2em}.mw-parser-output .cs1-kern-right{padding-right:0.2em}.mw-parser-output .citation .mw-selflink{font-weight:inherit}@media screen{.mw-parser-output .cs1-format{font-size:95%}html.skin-theme-clientpref-night .mw-parser-output .cs1-maint{color:#18911f}}@media screen and (prefers-color-scheme:dark){html.skin-theme-clientpref-os .mw-parser-output .cs1-maint{color:#18911f}}</style><cite id="CITEREFBarnard1938" class="citation book cs1"><a href="/wiki/Chester_Barnard" title="Chester Barnard">Barnard, Chester I.</a> (1938). <i>The Functions of the Executive</i>. 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(1992). "Cultural Contexts and Scientific Change in Psychology: Kurt Lewin in Iowa". <i>American Psychologist</i>. <b>47</b> (2): 198–207. <a href="/wiki/Doi_(identifier)" class="mw-redirect" title="Doi (identifier)">doi</a>:<a rel="nofollow" class="external text" href="https://doi.org/10.1037%2F0003-066x.47.2.198">10.1037/0003-066x.47.2.198</a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=article&rft.jtitle=American+Psychologist&rft.atitle=Cultural+Contexts+and+Scientific+Change+in+Psychology%3A+Kurt+Lewin+in+Iowa&rft.volume=47&rft.issue=2&rft.pages=198-207&rft.date=1992&rft_id=info%3Adoi%2F10.1037%2F0003-066x.47.2.198&rft.aulast=Ash&rft.aufirst=M.G.&rfr_id=info%3Asid%2Fen.wikipedia.org%3AOrganizational+behavior" class="Z3988"></span></li> <li>Hatch, M.J. (2006), "Organization Theory: Modern, symbolic, and postmodern perspectives." 2nd Ed. Oxford University Press <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/0-19-926021-4" title="Special:BookSources/0-19-926021-4">0-19-926021-4</a>.</li> <li>Helge H, Sheehan MJ, Cooper CL, Einarsen S "Organisational Effects of Workplace Bullying" in Bullying and Harassment in the Workplace: Developments in Theory, Research, and Practice (2010)</li> <li>Jones, Ishmael (2008), <i>The Human Factor: Inside the CIA's Dysfunctional Intelligence Culture.</i> New York: Encounter Books <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/978-1-59403-382-7" title="Special:BookSources/978-1-59403-382-7">978-1-59403-382-7</a>.</li> <li>Richmond, Lewis (2000), <i>Work as a Spiritual Practice: A Practical Buddhist Approach to Inner Growth and Satisfaction on the Job</i>, Broadway</li> <li>Robbins, Stephen P. (2004) <i>Organizational Behavior - Concepts, Controversies, Applications.</i> 4th Ed. Prentice Hall <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/0-13-170901-1" title="Special:BookSources/0-13-170901-1">0-13-170901-1</a>.</li> <li>Robbins, S. P. (2003). <i>Organisational behaviour: global and Southern African perspectives</i>. Cape Town, Pearson Education South Africa.</li> <li>Salin D, Helge H "Organizational Causes of Workplace Bullying" in Bullying and Harassment in the Workplace: Developments in Theory, Research, and Practice (2010)</li> <li>Scott, W. Richard (2007). <i>Organizations and Organizing: Rational, Natural, and Open Systems Perspectives.</i> Pearson Prentice Hall <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/0-13-195893-3" title="Special:BookSources/0-13-195893-3">0-13-195893-3</a>.</li> <li><a href="/wiki/Weick,_Karl_E." class="mw-redirect" title="Weick, Karl E.">Weick, Karl E.</a> (1979). <i>The Social Psychology of Organizing</i> 2nd Ed. McGraw Hill <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/0-07-554808-9" title="Special:BookSources/0-07-554808-9">0-07-554808-9</a>.</li> <li><a href="/wiki/Simon,_Herbert_A." class="mw-redirect" title="Simon, Herbert A.">Simon, Herbert A.</a> (1997) <i>Administrative Behavior: A Study of Decision-Making Processes in Administrative Organizations</i>, 4th ed., The Free Press.</li> <li>Tompkins, Jonathan R. (2005) "Organization Theory and Public Management".Thompson Wadsworth <link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/978-0-534-17468-2" title="Special:BookSources/978-0-534-17468-2">978-0-534-17468-2</a></li> <li>Kanigel, R. (1997). <i>The One Best Way, Frederick Winslow Taylor and the Enigma of Efficiency.</i> London: Brown and Co.</li> <li><a href="/wiki/Gareth_Morgan_(business_theorist)" title="Gareth Morgan (business theorist)">Morgan, Gareth</a> (1986) <i><a href="/wiki/Images_of_Organization" title="Images of Organization">Images of Organization</a></i> Newbury Park, CA: Sage Publications</li></ul> <div class="navbox-styles"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1129693374"><style data-mw-deduplicate="TemplateStyles:r1236075235">.mw-parser-output .navbox{box-sizing:border-box;border:1px solid #a2a9b1;width:100%;clear:both;font-size:88%;text-align:center;padding:1px;margin:1em auto 0}.mw-parser-output .navbox .navbox{margin-top:0}.mw-parser-output .navbox+.navbox,.mw-parser-output .navbox+.navbox-styles+.navbox{margin-top:-1px}.mw-parser-output .navbox-inner,.mw-parser-output .navbox-subgroup{width:100%}.mw-parser-output .navbox-group,.mw-parser-output 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class="navbox-list-with-group navbox-list navbox-odd" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Organizational_architecture" title="Organizational architecture">Architecture</a></li> <li><a class="mw-selflink selflink">Behavior</a></li> <li><a href="/wiki/Blame#In_organizations" title="Blame">Blame</a></li> <li><a href="/wiki/Organizational_capital" title="Organizational capital">Capital</a></li> <li><a href="/wiki/Cellular_organizational_structure" title="Cellular organizational structure">Cells</a></li> <li><a href="/wiki/Organizational_chart" title="Organizational chart">Chart</a></li> <li><a href="/wiki/Organizational_citizenship_behavior" title="Organizational citizenship behavior">Citizenship behavior</a></li> <li><a href="/wiki/Organisation_climate" title="Organisation climate">Climate</a></li> <li><a href="/wiki/Organizational_commitment" title="Organizational commitment">Commitment</a></li> <li><a href="/wiki/Organizational_communication" title="Organizational communication">Communication</a></li> <li><a href="/wiki/Complexity_theory_and_organizations" title="Complexity theory and organizations">Complexity</a></li> <li><a href="/wiki/Organizational_conflict" title="Organizational conflict">Conflict</a></li> <li><a href="/wiki/Organizational_culture" title="Organizational culture">Culture</a></li> <li><a href="/wiki/Organizational_architecture" title="Organizational architecture">Design</a></li> <li><a href="/wiki/Organization_development" title="Organization development">Development</a></li> <li><a href="/wiki/Organizational_diagnostics" title="Organizational diagnostics">Diagnostics</a></li> <li><a href="/wiki/Organizational_dissent" title="Organizational dissent">Dissent</a></li> <li><a href="/wiki/Organizational_ecology" title="Organizational ecology">Ecology</a></li> <li><a href="/wiki/Organizational_effectiveness" title="Organizational effectiveness">Effectiveness</a></li> <li><a href="/wiki/Organizational_engineering" title="Organizational engineering">Engineering</a></li> <li><a href="/wiki/Organizational_ethics" title="Organizational ethics">Ethics</a></li> <li><a href="/wiki/Organizational_field" title="Organizational field">Field</a></li> <li><a href="/wiki/Hierarchical_organization" title="Hierarchical organization">Hierarchy</a></li> <li><a href="/wiki/Organizational_identification" title="Organizational identification">Identification</a></li> <li><a href="/wiki/Organizational_intelligence" title="Organizational intelligence">Intelligence</a></li> <li><a href="/wiki/Organizational_justice" title="Organizational justice">Justice</a></li> <li><a href="/wiki/Organizational_learning" title="Organizational learning">Learning</a></li> <li><a href="/wiki/Organizational_life_cycle" title="Organizational life cycle">Life cycle</a></li> <li><a href="/wiki/Machiavellianism_in_the_workplace" title="Machiavellianism in the workplace">Machiavellianism</a></li> <li><a href="/wiki/Narcissism_in_the_workplace" title="Narcissism in the workplace">Narcissism</a></li> <li><a href="/wiki/Organizational_network_analysis" title="Organizational network analysis">Network analysis</a></li> <li><a href="/wiki/Organizational_ombudsman" title="Organizational ombudsman">Ombudsman</a></li> <li><a href="/wiki/Organizational_patterns" title="Organizational patterns">Patterns</a></li> <li><a href="/wiki/Perceived_organizational_support" title="Perceived organizational support">Perceived support</a></li> <li><a href="/wiki/Organizational_performance" class="mw-redirect" title="Organizational performance">Performance</a></li> <li><a href="/wiki/Industrial_and_organizational_psychology" title="Industrial and organizational psychology">Psychology</a></li> <li><a href="/wiki/Resilience_(organizational)" class="mw-redirect" title="Resilience (organizational)">Resilience</a></li> <li><a href="/wiki/Organizational_retaliatory_behavior" class="mw-redirect" title="Organizational retaliatory behavior">Retaliatory behavior</a></li> <li><a href="/wiki/Organizational_safety" title="Organizational safety">Safety</a></li> <li><a href="/wiki/Organizational_space" title="Organizational space">Space</a></li> <li><a href="/wiki/Organizational_storytelling" title="Organizational storytelling">Storytelling</a></li> <li><a href="/wiki/Organizational_structure" title="Organizational structure">Structure</a></li> <li><a href="/wiki/Organizational_theory" title="Organizational theory">Theory</a></li> <li><a href="/wiki/Organization_workshop" title="Organization workshop">Workshop</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">See also</th><td class="navbox-list-with-group navbox-list navbox-even" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/History_of_organizations" title="History of organizations">History of organizations</a></li> <li><a href="/wiki/Organization_studies" title="Organization studies">Organization studies</a></li> <li><a href="/wiki/Outline_of_organizational_theory" title="Outline of organizational theory">Outline of organizational theory</a></li></ul> </div></td></tr><tr><td class="navbox-abovebelow" colspan="2"><div> <dl><dt><span class="noviewer" typeof="mw:File"><span title="Template"><img alt="" src="//upload.wikimedia.org/wikipedia/commons/thumb/8/83/Symbol_template_class_pink.svg/16px-Symbol_template_class_pink.svg.png" decoding="async" width="16" height="16" class="mw-file-element" srcset="//upload.wikimedia.org/wikipedia/commons/thumb/8/83/Symbol_template_class_pink.svg/23px-Symbol_template_class_pink.svg.png 1.5x, //upload.wikimedia.org/wikipedia/commons/thumb/8/83/Symbol_template_class_pink.svg/31px-Symbol_template_class_pink.svg.png 2x" data-file-width="180" data-file-height="185" /></span></span> See also templates</dt> <dd><a href="/wiki/Template:Aspects_of_corporations" title="Template:Aspects of corporations">Aspects of corporations</a></dd> <dd><a href="/wiki/Template:Aspects_of_jobs" title="Template:Aspects of jobs">Aspects of jobs</a></dd> <dd><a href="/wiki/Template:Aspects_of_occupations" title="Template:Aspects of occupations">Aspects of occupations</a></dd> <dd><a href="/wiki/Template:Aspects_of_workplaces" title="Template:Aspects of workplaces">Aspects of workplaces</a></dd></dl> </div></td></tr></tbody></table></div>    </div><noscript><img src="https://login.wikimedia.org/wiki/Special:CentralAutoLogin/start?type=1x1" alt="" width="1" height="1" style="border: none; position: absolute;"></noscript> <div class="printfooter" data-nosnippet="">Retrieved from "<a dir="ltr" href="https://en.wikipedia.org/w/index.php?title=Organizational_behavior&oldid=1252603019">https://en.wikipedia.org/w/index.php?title=Organizational_behavior&oldid=1252603019</a>"</div></div> <div id="catlinks" class="catlinks" data-mw="interface"><div id="mw-normal-catlinks" class="mw-normal-catlinks"><a 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