Organizational Behavior

Home » General » Organizational Behavior

Tips & Advice to help you make your decision on Organizational Behavior

Organizational Behavior (OB) is the study of people and their behavior and application of knowledge within a workplace setting around other people and in groups. The science of OB interprets the various relationships within the social system in an effort to strengthen the relationships through the use of organizational objectives and human objectives.

In general, the behavior of individuals within an organization will depend upon the behavior and managerial style of the leadership of the workplace. This is because the management has a great impact on the culture and on the social environment of the organization.

There are four major models of OB, each of which relates to a different style of managerial leadership. Autocratic OB comes about when employees are very obedient to the authority of the boss. Custodial OB is based upon a dependence on money; employees are loyal to leaders who meet their needs of security and benefits. Supportive OB has a basis in very supportive managers, ones who provide employees with status and recognition for their job performance. Finally, Collegial OB is a result of managers who are involved in teamwork and who praise responsible behavior and self-discipline.

For more information on Organizational Behavior, try the links on the left. Gathered by Business.com, these links will help you find what you need to know to better work with your employees.

Developing Your Own Company Culture

A company culture is to a business what blood is to a body: invisible but essential. A company culture must be nourished, just like blood, and it needs to be spot-checked once in a while. The most valuable things a good company culture can deliver are:

Productivity: It's well documented that happy employees are productive employees. Creating a culture that encourages participation and buy-in will increase output.
Lower costs: Hirings and separations are expensive. Hanging on to good employees brings these costs way down. Also, companies with positive cultures tend to have fewer employee lawsuits, lower worker's-compensation costs and more satisfied customers.
Balanced resources: Time and money, two resources businesses never have enough of, must be consumed judiciously. By defining its culture, a company is setting up de facto defaults for how these two rare resources are to be used.

Here are some steps you can take to help you define your company's culture:

Benchmark the big guys

Identify a large, successful company in your field and study the attributes of its company culture. Most large companies have this explained on their Web sites, sometimes called "corporate values" or sometimes within a mission statement.
Try: Microsoft's mission and values statement is a good model for a culture of innovation; Avon's values and principles statement is a good model for companies marketing to a niche, such as women; P&G's purpose, values and principles statement is a good model for a diversified manufacturing company.

Make your space

How an office is organized and outfitted can play a huge part in company culture. Investing time and money for quality furniture and a custom layout will encourage employees to live up to the goals you set.
Try: Some office furniture companies have free information on basic office-planning concepts. Steelcase offers six two-page planning documents such as "support diverse workstyles" and "balance privacy." Knoll Inc. divides information on products by office type such as "freestanding" or "table-and-desk" based.

Hire your type

Write your culture into your job descriptions.
Try: Monster.com offers a job description template. SBA.gov offers a job description checklist. The Meridian Group offers an entire free section of its Web site on company culture, including hiring information.

If you think company culture is not important, consider that respected business groups such as the U.S. Chamber of Commerce link a positive culture to high retention and successful recruiting.
When designing your office, consider how necessary collaboration is. If your staff is primarily sales and is out with clients most of time, you may not need as much collaboration space as a research-based company.
Design a benefits package that reflects your company culture. If "work/life balance" is an important part of your culture, for instance, consider extended paid time off for maternity and medical leaves and/or flexible hours.
Don't overvalue company culture when it comes to assessing job candidates. If you have a list of eight attributes that support your culture, and the candidate meets five but has superior experience and skills, he or she probably is worth hiring. Think about how the person will fit into the balance of employees within the culture.