Organizational behavior

Organizational behavior (OB) is an interdisciplinary field that studies how individuals, groups, and structures affect and are affected by behavior within organizations, drawing on psychology, sociology, anthropology, and management science to understand, predict, and influence workplace dynamics (Robbins S.P., Judge T.A. 2019, p.10)^[1]. Why do some teams outperform others with identical resources? Why do employees who seemed enthusiastic at hiring become disengaged within months? Why do organizational changes succeed in some companies and fail in others? Organizational behavior seeks answers to these questions.

The field emerged in the 1960s from earlier work in industrial psychology and human relations. Chester Barnard, Douglas McGregor, and others challenged the purely mechanistic view of organizations, recognizing that understanding human behavior was essential to organizational effectiveness. Today, OB provides frameworks for leadership development, team design, motivation, organizational culture, and change management—practical knowledge for anyone who works with or through other people.

Levels of analysis

OB examines behavior at three levels:

Individual level

Person-focused. How individuals think, feel, and behave in organizational contexts^[2].

Topics. Personality, perception, learning, motivation, attitudes, decision-making, job satisfaction.

Group level

Team dynamics. How people interact in groups and teams.

Topics. Team effectiveness, leadership, communication, conflict, power, group decision-making^[3].

Organizational level

Systemic perspective. How organizational characteristics affect behavior.

Topics. Organizational culture, structure, design, change management.

Key concepts

OB encompasses core topics:

Motivation

What drives behavior. Understanding why people exert effort toward particular goals. Theories include Maslow's hierarchy, Herzberg's two-factor theory, expectancy theory, and goal-setting theory^[4].

Job satisfaction

Attitudes toward work. An employee's overall feelings about their job. Influenced by work content, compensation, relationships, and organizational practices.

Organizational commitment

Attachment to organization. The psychological bond between employees and their organizations—affective (emotional), continuance (cost-based), and normative (obligation-based).

Leadership

Influencing others. How individuals guide, direct, and motivate others toward goals. Approaches include trait, behavioral, contingency, and transformational theories^[5].

Team dynamics

Group processes. How teams form, develop, and perform. Topics include team composition, cohesion, conflict, and effectiveness.

Contributing disciplines

OB draws from multiple fields:

Psychology. Individual behavior, motivation, perception, learning, personality.

Social psychology. Attitudes, communication, group dynamics, intergroup behavior.

Sociology. Group behavior, organizational structure, culture, power^[6].

Anthropology. Organizational culture, cross-cultural differences, values.

Economics. Decision-making, incentives, rational choice.

Applications

OB knowledge serves practical purposes:

Leadership development. Understanding what makes effective leaders and how to develop leadership capabilities.

Team effectiveness. Designing and managing high-performing teams.

Employee engagement. Creating conditions that foster commitment and satisfaction^[7].

Change management. Understanding resistance and how to implement organizational changes.

Conflict resolution. Managing disagreements constructively.

Research approach

OB uses scientific methods:

Empirical research. Theories are tested through systematic data collection and analysis.

Multiple methods. Surveys, experiments, case studies, and field observations.

Contingency perspective. Recognition that "it depends"—what works varies by situation, people, and context^[8].

Contemporary issues

OB addresses current workplace challenges:

Diversity. Managing increasingly diverse workforces effectively.

Remote work. Understanding behavior when employees work from different locations.

Technology. How digital tools affect interaction and collaboration.

Well-being. Supporting employee mental health and work-life balance.

Organizational behavior — recommended articles

Management — Human resources management — Leadership — Organizational culture

References

• Robbins S.P., Judge T.A. (2019), Organizational Behavior, 18th Edition, Pearson.
• Greenberg J. (2011), Behavior in Organizations, 10th Edition, Pearson.
• McShane S.L., Von Glinow M.A. (2018), Organizational Behavior, 8th Edition, McGraw-Hill.
• Luthans F. (2011), Organizational Behavior, 12th Edition, McGraw-Hill.

Footnotes

1. ↑ Robbins S.P., Judge T.A. (2019), Organizational Behavior, p.10
2. ↑ Greenberg J. (2011), Behavior in Organizations, pp.34-48
3. ↑ McShane S.L., Von Glinow M.A. (2018), Organizational Behavior, pp.89-104
4. ↑ Luthans F. (2011), Organizational Behavior, pp.156-172
5. ↑ Robbins S.P., Judge T.A. (2019), Organizational Behavior, pp.234-248
6. ↑ Greenberg J. (2011), Behavior in Organizations, pp.267-282
7. ↑ McShane S.L., Von Glinow M.A. (2018), Organizational Behavior, pp.312-328
8. ↑ Luthans F. (2011), Organizational Behavior, pp.378-392

Author: Sławomir Wawak