Case Western Reserve University

  • Sustainability Library

Organizational Behavior

Take a look at organizational behavior-related case studies from the Fowler Center for Business as an Agent of World Benefit at Case Western Reserve University.

Wal-Mart's Sustainability Strategy

Company: WalMart

Publisher: Stanford

Call Number: OIT-71

Year Published: 2007

In October 2005, in an auditorium filled to capacity in Bentonville, Arkansas, Lee Scott, WalMart's president and CEO, made the first speech in the history of WalMart to be broadcast to the company's 1.6 million associates (employees) in all of its 6,000+ stores worldwide and shared with its 60,000+ suppliers. Scott announced that WalMart was launching a sweeping business sustainability strategy to dramatically reduce the company's impact on the global environment and thus become "the most competitive and innovative company in the world." He argued that, "Being a good steward of the environment and being profitable are not mutually exclusive. They are one and the same."

What is the dilemma or tough decisions?

Decision to make sustainability an important part of WalMart's operations.

Website where case study can be found…

Viridity Energy: The Challenge and Opportunity of Promoting Clean Energy Solutions

Company: Viridity Energy, Inc.

Publisher: Ivey

Call Number: 9B12M035

Year Published: 2012

Viridity Energy, a smart grid company, is engaged in sustainability for two reasons. On one hand, it finds profitable opportunities by helping its customers cut energy bills. And on the other hand, it’s getting credit for that environmental responsibility. This case highlights the challenges and opportunities of smart grid companies to promote clean energy solutions, especially the challenge of doing less harm to include progressively greater eco-effectiveness in competitive markets.…

Verne Global: Building a Green Data Center in Iceland

Company: Verne

Publisher: Harvard

Call Number: 9-509-063

Year Published: 2009

Verne Global, a pioneering startup created to build the first large-scale data center in Iceland, faces critical challenges regarding its green strategy. 

How can Verne best integrate its Green strategy into its Sales and Marketing message?…

The ReUse People: Turning Scrap into Sales

Company: The ReUse People

Publisher: Oikos

Call Number: N/A

This case discusses The ReUse People, an organisation that specialises in deconstruction of buildings, with the aim of reusing as much of the materials as possible, hence keeping them out of landfill. The organisation is facing a classical growth-related dilemma: should it grow organically, keeping most of the work in-house but hence limiting its growth rate, or should it “franchise” its deconstruction approach by certifying other companies in the deconstruction process? The mission of The ReUse People is squarely environmental, but the organisation is increasingly aiming to provide social benefits too by reaching out to community organisations and providing employment opportunities.

Which expansion strategy is better for TRP?

The Ambrose Hotel: Eco-labeling Strategy for Sustainable Lodging

Company: The Ambrose Hotel

The case traces the story of the Ambrose Hotel, a hotel based in California whose owner has invested in green practices and is interested in pursuing an eco-labeling strategy in order to better communicate her environmental achievements. It emphasises the difference between the adoption of environmental management practices and their communication through eco-labels. It highlights the challenges associated with the use of eco-labels as an environmental differentiation strategy when several emerging eco-labels are in competition.

How should Ambrose go about convincing customers that they are truly green?…

Sustainability at Tetra Pak: Recycling Post-Consumer Cartons

Company: Tetra Pak

Call Number: 9B12M069

Tetra Pack India aimed to uphold its image of an environmentally responsible company by meeting its goals for recycling post consumer cartons (PCC). While Tetra Pack’s ‘Renew’, ‘Reduce’, ‘Recycle’, ‘be Responsible’ philosophy succeeded in other regions of the world, the particular geographical, socioeconomic and political climate in India posed various challenges. Tetra Pak India’s team redefined its strategy by forging partnerships and alliances with non-governmental organizations, scrap dealers, rag-pickers, commercial establishments and organizations that champion the cause of the environment.

With ever-changing mindsets, increasing regulations and growing customer expectations, how can Tetra Pak face the future challenges to ensure that its success from the PCC recycling initiative can be sustained and scaled up?…

Taj Hotels: Building Sustainable Livelihoods

Company: Taj Hotels

Call Number: 9B13C032

Year Published: 2013

This case explores issues faced by the corporate sustainability manager at the corporate headquarters of a large hotel group in a developing nation as she implements her company’s corporate sustainability strategy through supplier partnerships with bottom-of-the-pyramid (BoP) social organizations. Under the rubric of responsible purchasing, the hotelier’s “Creating Sustainable Livelihoods” initiative engaged cause-based nongovernmental organizations (NGOs) by exploring opportunities where the products or services of such organizations could substitute for similar products or services sourced from for-profit suppliers. 

The case illustrates the challenges inherent in a Base-of-the-Pyramid responsible purchasing strategy, including the delicate balance between meeting business objectives while supporting social causes. These challenges revolve around developing and implementing cross-sector partnerships with BoP nonprofit producer organizations in the Indian context. Discussion is likely to center less on differences in partners’ missions, cultures, and long-term objectives, and more on the difficulties present in organizing even when those differences are reconciled, especially through symbiotic long-term obj…

Starbucks and Conservation International

Company: Starbucks

Call Number: 9-303-055

Year Published: 2004

Starbucks developed a strategic alliance with Conservation International to promote coffee-growing practices of small farms that would protect endangered habitats. The collaboration emerged from the company's corporate social responsibility policies and its coffee procurement strategy. Starbucks was reviewing the future of this alliance and its new coffee procurement guidelines aimed at promoting environmentally, socially, and economically sustainable coffee production.

How does Starbucks use its alliance with Conservation International to develop its socially and environmentally sustainable coffee system?…

Pyramyd Air: Looking through the Scope of Values

Company: Pyramyd Air

Call Number: 9B13C038

Pyramyd Air, a small and growing online airgun retailer serving the shooting community, wants to broaden its sustainability practices from its current internal initiatives in order to communicate an even stronger value proposition: sustainability isn’t just about recycling and efficiency, it is about a thriving environment leading to more engaged employees and more loyal premium customers. Pyramyd Air recognizes that some sustainability practices are vital to its customers’ long-term enjoyment of a flourishing outdoor sporting industry. 

For a company with strong customer relationships but operating in a sector not usually frequented by pro-environment types, can sustainability strengthen the relationship between employees and customers by building on the inherent industry values of the great outdoors and a sense of community? How can the company’s culture and employee perspectives evolve in order to frame sustainability in a new light leading to specific sustainability initiatives that the company could pursue in order to resonate with customers and increase profits?…

Procter & Gamble: Children's Safe Drinking Water (A, B)

Company: Procter & Gamble

Publisher: UVA

Call Number: 0315

Year Published: 2008

In 1995, Procter & Gamble (P&G) scientists began researching methods of water treatment for use in communities facing water crises. P&G was interested in bringing industrial-quality water treatment to remote areas worldwide, because the lack of clean water, primarily in developing countries, was alarming. With a long history of scientific research and innovation in health, hygiene, and nutrition, P&G considered ways it could address the safe drinking-water crisis as the new millennium approached.

How P&G can take the business of pure, clean drinking water to other geographies.…

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Critical Cases in Organisational Behaviour pp 1–6 Cite as

Case study analysis of organisational behaviour

  • J. Martin Corbett  

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Part of the Management, Work and Organisations book series (MWO)

The 56 cases contained in this book are ‘critical’ in two senses of the word. First, it is hoped that in tackling a sample of these cases, the reader will be encouraged to develop critical thinking and analytical skills in order to get beneath the surface reality of organisational life. Secondly, many of the cases focus on issues and problems of critical importance in our quest to understand and inform behaviour in organisations.

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© 1994 J. Martin Corbett

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Corbett, J.M. (1994). Case study analysis of organisational behaviour. In: Critical Cases in Organisational Behaviour. Management, Work and Organisations. Palgrave, London.

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Case Studies for Organizational Behavior (Fall 2016) (Syllabus)

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These are the case studies that I intend to use for an undergraduate section of Organizational Behavior this fall at Carnegie Mellon University's Qatar campus. They are self-created cases with discussion questions based on nearly 20 television shows and movies including--Undercover Boss, Cake Boss, The Office, The Apprentice, Lost, Ugly Betty, Monk, My Name is Earl, Grey's Anatomy, Ugly Betty, Ocean's 11, Ice Road Truckers, Arrested Development, Community, Silicon Valley, Hell's Kitchen, Deadliest Catch, Better Off Ted, and Brooklyn Nine-Nine.

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Bojana Boni

case study in organizational behaviour

Starling D Hunter

We extract textual and content data from the pilot episode scripts of 181 new, dramatic television series and use it to predict the 18-49 demo ratings for the first five episodes of the series' first seasons. As expected, we find that the originality of a series' premise, the track record of success of the its creator(s), and the cognitive complexity of its pilot episode script each explain a statistically significant proportion of the variance in ratings between the 181 series but none of the variance within series.

Starling D Hunter , Susan Smith

Empirical studies of the determinants of the ratings of new television series have focused almost exclusively on factors known after a decision has been made to broadcast the series. The current study directly addresses this gap in the literature. Specifically, we first develop a parsimonious model to predict the audience size of new television series. We then test our model on a sample of 116 hour-long, scripted television series that debuted on one of the four major US television networks during the 2009-2014 seasons. Our key predictor is the size of the main component of the text network developed from the script of the pilot episode of each series. As expected, this size measure strongly explains the number of viewers of the new series' first several episodes.

Television seasons have gotten shorter and shorter over the past few decades. This has been especially true for new dramatic television series where the norm has dropped to thirteen episodes from almost double that figure twenty years ago. Somewhat surprisingly, there is a dearth of empirical research on this question. In this study, we build on recent research in the field of cultural economics to test the effect of three factors on the duration of new television series' first season—the originality of the series' premise, the track record of its creators, and the cognitive complexity of the pilot episode script. As expected , we find that in a sample of 165 new dramatic series debuting in the nine most recently completed seasons, these three factors—both individually and in combination—positively impact both the number of episodes of a new series and the likelihood that new series gets a " full " first season.

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  • Find new research papers in:
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  • Academia ©2024
  • Critical Thinking Case
  • Introduction
  • 1.1 The Nature of Work
  • 1.2 The Changing Workplace
  • 1.3 The Nature of Management
  • 1.4 A Model of Organizational Behavior and Management
  • Summary of Learning Outcomes
  • Chapter Review Questions
  • 2.1 Individual and Cultural Factors in Employee Performance
  • 2.2 Employee Abilities and Skills
  • 2.3 Personality: An Introduction
  • 2.4 Personality and Work Behavior
  • 2.5 Personality and Organization: A Basic Conflict?
  • 2.6 Personal Values and Ethics
  • 2.7 Cultural Differences
  • Management Skills Application Exercises
  • Managerial Decision Exercises
  • 3.1 The Perceptual Process
  • 3.2 Barriers to Accurate Social Perception
  • 3.3 Attributions: Interpreting the Causes of Behavior
  • 3.4 Attitudes and Behavior
  • 3.5 Work-Related Attitudes
  • 4.1 Basic Models of Learning
  • 4.2 Reinforcement and Behavioral Change
  • 4.3 Behavior Modification in Organizations
  • 4.4 Behavioral Self-Management
  • 5.1 An Introduction to Workplace Diversity
  • 5.2 Diversity and the Workforce
  • 5.3 Diversity and Its Impact on Companies
  • 5.4 Challenges of Diversity
  • 5.5 Key Diversity Theories
  • 5.6 Benefits and Challenges of Workplace Diversity
  • 5.7 Recommendations for Managing Diversity
  • 6.1 Overview of Managerial Decision-Making
  • 6.2 How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
  • 6.3 Programmed and Nonprogrammed Decisions
  • 6.4 Barriers to Effective Decision-Making
  • 6.5 Improving the Quality of Decision-Making
  • 6.6 Group Decision-Making
  • 7.1 Motivation: Direction and Intensity
  • 7.2 Content Theories of Motivation
  • 7.3 Process Theories of Motivation
  • 7.4 Recent Research on Motivation Theories
  • 8.1 Performance Appraisal Systems
  • 8.2 Techniques of Performance Appraisal
  • 8.3 Feedback
  • 8.4 Reward Systems in Organizations
  • 8.5 Individual and Group Incentive Plans
  • 9.1 Work Groups: Basic Considerations
  • 9.2 Work Group Structure
  • 9.3 Managing Effective Work Groups
  • 9.4 Intergroup Behavior and Performance
  • 10.1 Teamwork in the Workplace
  • 10.2 Team Development Over Time
  • 10.3 Things to Consider When Managing Teams
  • 10.4 Opportunities and Challenges to Team Building
  • 10.5 Team Diversity
  • 10.6 Multicultural Teams
  • 11.1 The Process of Managerial Communication
  • 11.2 Types of Communications in Organizations
  • 11.3 Factors Affecting Communications and the Roles of Managers
  • 11.4 Managerial Communication and Corporate Reputation
  • 11.5 The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing
  • 12.1 The Nature of Leadership
  • 12.2 The Leadership Process
  • 12.3 Leader Emergence
  • 12.4 The Trait Approach to Leadership
  • 12.5 Behavioral Approaches to Leadership
  • 12.6 Situational (Contingency) Approaches to Leadership
  • 12.7 Substitutes for and Neutralizers of Leadership
  • 12.8 Transformational, Visionary, and Charismatic Leadership
  • 12.9 Leadership Needs in the 21st Century
  • 13.1 Power in Interpersonal Relations
  • 13.2 Uses of Power
  • 13.3 Political Behavior in Organizations
  • 13.4 Limiting the Influence of Political Behavior
  • 14.1 Conflict in Organizations: Basic Considerations
  • 14.2 Causes of Conflict in Organizations
  • 14.3 Resolving Conflict in Organizations
  • 14.4 Negotiation Behavior
  • 15.1 The Organization's External Environment
  • 15.2 External Environments and Industries
  • 15.3 Organizational Designs and Structures
  • 15.4 The Internal Organization and External Environments
  • 15.5 Corporate Cultures
  • 15.6 Organizing for Change in the 21st Century
  • 16.1 Organizational Structures and Design
  • 16.2 Organizational Change
  • 16.3 Managing Change
  • 17.1 An Introduction to Human Resource Management
  • 17.2 Human Resource Management and Compliance
  • 17.3 Performance Management
  • 17.4 Influencing Employee Performance and Motivation
  • 17.5 Building an Organization for the Future
  • 17.6 Talent Development and Succession Planning
  • 18.1 Problems of Work Adjustment
  • 18.2 Organizational Influences on Stress
  • 18.3 Buffering Effects of Work related Stress
  • 18.4 Coping with Work related Stress
  • 19.1 Overview of Entrepreneurship
  • 19.2 Characteristics of Successful Entrepreneurs
  • 19.3 Business Model Canvas
  • 19.4 New Venture Financing
  • 19.5 Design Thinking
  • 19.6 Optimal Support for Entrepreneurship
  • A | Scientific Method in Organizational Research
  • B | Scoring Keys for Self-Assessment Exercises

The Ohio Connection

Janey worked as an executive assistant to a product manager at her company: Ohio Connection. Overall, she loved her job; she was happy to work with a company that provided great benefits, and she and found enjoyment in her day-to-day work. She had the same product manager boss for years, but last year, her manager left Ohio Connection and retired. Recently her new manager has been treating her unfairly and showcasing bullying behavior.

Yesterday, Janey came into work, and her boss decided to use their power as her manager and her “superior” to demand that she stay late to cover for him, correct reports that he had made mistakes on, and would not pay her overtime. She was going to be late to pick up her son from soccer practice if she stayed late; she told him this, and he was not happy.

Over subsequent days, her boss consistently would make comments about her performance, even though she had always had good remarks on reviews, and created a very negative work environment. The next time she was asked to stay late, she complied for fear of losing her job or having other negative impacts on her job. Janey’s situation was not ideal, but she didn’t feel she had a choice.

  • What type of power did Janey’s boss employ to get her to do the things that he wanted her to do?
  • What negative consequences are apparent in this situation and other situations where power is not balanced in the workplace?
  • What steps should Janey take do to counteract the power struggle that is occurring with her new manager?

Sources: A. Morin, “How to Prevent a Workplace Bully from taking Your Power,” Inc. , June 25, 2018,; V. Giang, “The 7 Types Of Power That Shape The Workplace,” Business Insider, July 31, 2013,; B. Weinstein, “10 Tips for Dealing with a Bully Boss,” CIO , accessed October 13, 2018,

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  • Authors: J. Stewart Black, David S. Bright
  • Publisher/website: OpenStax
  • Book title: Organizational Behavior
  • Publication date: Jun 5, 2019
  • Location: Houston, Texas
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  • What Is Organizational Behavior?
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What Is Organizational Behavior (OB), and Why Is It Important?

case study in organizational behaviour

Amanda Bellucco-Chatham is an editor, writer, and fact-checker with years of experience researching personal finance topics. Specialties include general financial planning, career development, lending, retirement, tax preparation, and credit.

What Is Organizational Behavior (OB)?

Organizational behavior is the academic study of how people interact within groups. The principles of the study of organizational behavior are applied primarily in attempts to make businesses operate more effectively.

Key Takeaways

  • Organizational behavior is the academic study of how people interact within groups and its principles are applied primarily in attempts to make businesses operate more effectively.
  • The study of organizational behavior includes areas of research dedicated to improving job performance, increasing job satisfaction, promoting innovation, and encouraging leadership and is a foundation of corporate human resources.
  • The Hawthorne Effect, which describes the way test subjects' behavior may change when they know they are being observed, is the best-known study of organizational behavior.
  • Organizational behavior is embedded in human resources such as employee retention, engagement, training, and culture.
  • Organizational behavior is a subset of organizational theory which studies a more holistic way of structuring a company and managing its resources.

Theresa Chiechi / Investopedia

Understanding Organizational Behavior (OB)

The study of organizational behavior includes areas of research dedicated to improving job performance, increasing job satisfaction, promoting innovation, and encouraging leadership . Each has its own recommended actions, such as reorganizing groups, modifying compensation structures, or changing methods of performance evaluation .

Organizational Behavior Origins

The study of organizational behavior has its roots in the late 1920s, when the Western Electric Company launched a now-famous series of studies of the behavior of workers at its Hawthorne Works plant in Cicero, Ill.

Researchers there set out to determine whether workers could be made to be more productive if their environment was upgraded with better lighting and other design improvements. To their surprise, the researchers found that the environment was less important than social factors. It was more important, for example, that people got along with their co-workers and felt their bosses appreciated them.

Those initial findings inspired a series of wide-ranging studies between 1924 and 1933. They included the effects on productivity of work breaks, isolation, and lighting, among many other factors.

The Hawthorne Effect —which describes the way test subjects' behavior may change when they know they are being observed—is the best-known study of organizational behavior. Researchers are taught to consider whether or not (and to what degree) the Hawthorne Effect may skew their findings on human behavior.

Organizational behavior was not fully recognized by the American Psychological Association as a field of academic study until the 1970s. However, the Hawthorne research is credited for validating organizational behavior as a legitimate field of study, and it's the foundation of the  human resources  (HR) profession as we now know it.

Evolution of Organization Behavior

The leaders of the Hawthorne study had a couple of radical notions. They thought they could use the techniques of scientific observation to increase an employee's amount and quality of work, and they did not look at workers as interchangeable resources. Workers, they thought, were unique in terms of their psychology and potential fit within a company.

Over the following years, the concept of organizational behavior widened. Beginning with World War II, researchers began focusing on logistics and management science. Studies by the Carnegie School in the 1950s and 1960s solidified these rationalist approaches to decision-making.

Today, those and other studies have evolved into modern theories of business structure and decision-making. The new frontiers of organizational behavior are the cultural components of organizations, such as how race, class, and gender roles affect group building and productivity. These studies take into account how identity and background inform decision-making.

Organizational behavior is no different than other forms of psychological behavior analysis. It simply emphasizes how individuals operate and work together within a business setting.

Learning Organizational Behavior

Academic programs focusing on organizational behavior are found in business schools, as well as at schools of social work and psychology. These programs draw from the fields of anthropology, ethnography, and leadership studies, and use quantitative, qualitative, and computer models as methods to explore and test ideas.

Depending on the program, one can study specific topics within organizational behavior or broader fields within it. Specific topics covered include cognition, decision-making, learning, motivation, negotiation, impressions, group process, stereotyping, and power and influence. The broader study areas include social systems, the dynamics of change, markets, relationships between organizations and their environments, how social movements influence markets, and the power of social networks .

Organizational Behavior Study Methods

Organizational behavior can be studied using a variety of methods to collect data. Surveys are a popular research method in organizational behavior research. They involve asking individuals to answer a set of questions, often using a Likert scale. The goal of the survey is to gather quantitative data on attitudes, behaviors, and perceptions related to a particular topic. In a similar manner, companies may perform interviews to gather data about individuals' experiences, attitudes, and perceptions.

Companies can also gather data without directly interacting with study subjects. Observations involve watching individuals in real-life settings to gather data on their behaviors, interactions, and decision-making processes. Meanwhile, a company can perform case studies to perform an in-depth examination of a particular organization, group, or individual.

In situations where there isn't really precedent, companies can study organizational behavior by running experiments. By manipulating one or more variables at a time to observe the effect on a particular outcome, a company can get the best sense of how organizational behavior tweaks change employee disposition.

Organizational behavior data can be quantitative or qualitative.

Organizational behavior is an especially important aspect to human resources. By better understanding how and why individuals perform in a certain way, organizations can better recruit, retain, and deploy workers to achieve its mission. The specific aspects of organizational behavior relating to HR are listed below.


Organizational behavior research is used to identify the skills, abilities, and traits that are essential for a job. This information is used to develop job descriptions, selection criteria, and assessment tools to help HR managers identify the best candidates for a position. This is especially true for roles that may have technical aspects but rely heavier on soft skills .

Organizational behavior can be used to design and deliver training and development programs that enhance employees' skills. These programs can focus on topics such as communication, leadership, teamwork, and diversity and inclusion. In addition, organizational behavior can be used to be better understand how each individual may uniquely approach a training, allowing for more customized approaches based on different styles.

Performance Management

Organizational behavior is used to develop performance management systems that align employee goals with organizational objectives. These systems often include performance metrics, feedback mechanisms, and performance appraisal processes. By leveraging organizational behavior, a company can better understand how its personnel will work towards common goals and what can be achieved.

Employee Engagement

Organizational behavior is used to develop strategies to improve employee engagement and motivation. These strategies can include recognition and rewards programs, employee involvement initiatives, and career development opportunities. Due to the financial incentives of earning a paycheck , organizational behavior strives to go beyond incentivizing individuals with a paycheck and understanding ways to enhance the workplace with other interests.

Organizational behavior research is used to develop and maintain a positive organizational culture. This includes devising strategies that supports employee well-being, trust, and a shared vision for the future. As each individual may act in their own unique manner, it is up to organizational behavior to blend personalities, integrate backgrounds, and bring people together for a common cause.

Organizational Behavior vs. Organizational Theory

Organizational behavior and organizational theory are related fields of study, but they have some important differences. While organizational behavior is concerned with understanding and improving the behavior of individuals, organizational theory is concerned with developing and testing theories about how organizations function and how they can be structured effectively.

Organizational theory draws on concepts and theories from economics, sociology, political science, and other social sciences. It aims to understand how organizations are structured and how they operate. In some aspects, organizational behavior can be considered a subset of organizational theory.

Both fields are important for understanding and improving organizational performance, and they often overlap in their research topics and methods. However, organizational theory is often much broader and does not focus on individuals.

Examples of Organizational Behavior

Findings from organizational behavior research are used by executives and human relations professionals to better understand a business’s culture , how that culture helps or hinders productivity and employee retention, and how to evaluate candidates' skills and personality during the hiring process.

Organizational behavior theories inform the real-world evaluation and management of groups of people. There are several components:

  • Personality plays a large role in the way a person interacts with groups and produces work. Understanding a candidate's personality, either through tests or through conversation, helps determine whether they are a good fit for an organization.
  • Leadership—what it looks like and where it comes from—is a rich topic of debate and study within the field of organizational behavior. Leadership can be broad, focused, centralized or de-centralized, decision-oriented, intrinsic in a person’s personality, or simply a result of a position of authority.
  • Power, authority, and politics all operate inter-dependently in a workplace. Understanding the appropriate ways these elements are exhibited and used, as agreed upon by workplace rules and ethical guidelines, are key components to running a cohesive business.

Why Is Organizational Behavior Important?

Organizational behavior describes how people interact with one another inside of an organization, such as a business. These interactions subsequently influence how the organization itself behaves and how well it performs. For businesses, organizational behavior is used to streamline efficiency, improve productivity, and spark innovation to give firms a competitive edge.

What Are the 4 Elements of Organizational Behavior?

The four elements of organizational behavior are people, structure, technology, and the external environment. By understanding how these elements interact with one another, improvements can be made. While some factors are more easily controlled by the organization—such as its structure or people hired—it still must be able to respond to external factors and changes in the economic environment.

What Are the 3 Levels of Organizational Behavior?

The first is the individual level, which involves organizational psychology and understanding human behavior and incentives. The second level is groups, which involves social psychology and sociological insights into human interaction and group dynamics. The top-level is the organizational level, where organization theory and sociology come into play to undertake systems-level analyses and the study of how firms engage with one another in the marketplace.

What Are Some Common Problems that Organizational Behavior Tries to Solve?

Organizational behavior can be used by managers and consultants to improve the performance of an organization and to address certain key issues that commonly arise. These may include a lack of direction or strategic vision for a company, difficulty getting employees on board with that vision, pacifying workplace conflict or creating a more amenable work environment, issues with training employees, poor communication or feedback, and so on.

Organizational behavior is the study of human behavior in an organizational setting. This includes how individuals interact with each other in addition to how individuals interact with the organization itself. Organizational behavior is a critical part of human resources, though it is embedded across a company.

Harvard Business School. " Harvard Business School and the Hawthorne Experiments (1924-1933) ."

Society for Industrial and Organizational Psychology. " A Brief History of the Society for Industrial and Organizational Psychology, Inc. – A Division of the APA ."

Mie Augier. " Cyert, March, and the Carnegie School ," Page 1.

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    Monday - Friday. : 09:00 AM - 05:30 PM (IST) Organizational Behavior case studies deals with a variety of management topics in an organization, focuses on organizational cultures and skill development, examines human behavior like commitment, hard work, self motivation etc. in a work environment and determines its impact on business performance ...

  23. What Is Organizational Behavior (OB), and Why Is It Important?

    Organizational behavior is the academic study of how people interact within groups. The principles of the study of organizational behavior are applied primarily in attempts to make...

  24. Organizational Behavior Case Study

    1. Organizational Behavior Chapter 3: Perception and Learning in Organization 2. Prepared by: Nur Aisyah Binti Mahbob (2010312861) Prepared for: Miss Syahrina „Adliana 3. Table of Content 1. Case Summary 2. Question 3. Introduction 4. Body I. Check the perception II. Awareness of Perception Biases III. Self-awareness IV.