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organizational behavior Tagged Articles



The Stickiness Aptitude Test (SAT) and Ten Questions with Chip and Dan Heath
My prediction for Made to Stick: Why Some Ideas Survive and Others Die is that it will join The Tipping Point and Built to Last as a must-read for business people. The book explains why some ideas stick and some don’t--and I’ve been on both sides of this equation. A warning though: If you read this book, you’ll revamp a lot of your marketing material (as you probably should).
Ten Questions with Jeffrey Pfeffer
Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University. He is the author or co-author of twelve books.Dr. Pfeffer received his B.S. and M.S. degrees from Carnegie-Mellon University and his Ph.D. from Stanford.
Busting Teacher Unions for the Wrong Reasons
As education stakeholders continue to sort through the reasons for failing school districts they have shifted the blame to teachers. Teachers are the cornerstone for any productive education but before we rid ourselves of unions we must consider other factors that contribute to failing schools such as dysfunctional organizational behavior.
Workplace Fitness: A Gym Full Of Useful Advice For Continual Learning
Useful advice for continual learning based on the lessons learned at the gym.
Breaking Out Of The Box
Human behavior and organizational behavior have at least two major points in common. Both gravitate towards traveling in the same well-worn paths, favoring the feeling of safety that repetition brings over the feelings of anxiety and fear that often accompany change. A second point of commonality is that both humans and organizations can be steered in the wrong direction by subscribing too heavily into “groupthink” (described by psychologist Irving Janis as, “a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members' strivings for unanimity override their motivation to realistically appraise alternative courses of action.”). Both behaviors can lead to flawed logic and / or incorrect underlying assumptions becoming institutionalized into our way of thinking.
Managing A 'People' Company: Beyond A Workplace of Robots
At good workplaces, it's common to hear employees talk about working in "a people-oriented company," or to hear them say, "They treat you like a human being around here." Or, "You feel like you can be yourself." Employees of good workplaces assume that it's a normal part of their working environment to feel like a human being.
HRM and the Quality of Work-life
Coercion in the workplace can certainly get things done. It can even yield more productivity in some cases. This type of ‘direct action management’, i.e. ‘kicking’ people to do what is required of them. Such an approach to motivation would be like kicking a dog each time you want it to move. Likewise, you can charge an individual’s battery, and keep on charging and recharging it to get things done, but it is only when that individual has his own generator that we can talk about ‘self-motivation’, the internal generator that automatically recharges employees batteries.

Other organizational behavior Related Articles

Ten Questions with Jeffrey Pfeffer
Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University. He is the author or co-author of twelve books.Dr. Pfeffer received his B.S. and M.S. degrees from Carnegie-Mellon University and his Ph.D. from Stanford.
Bad habits in organizational culture
This article focuses on the misperceptions that occur when what masks as organizational behavior is, in actuality, bad habits. When bad habits are consistently ignored, an environment of tolerance gives way to the notion that, 'it's just the way we do things around here."
What Leaders Can Learn From Dog Obedience Training
It is interesting the similarities between managing the behavior of a dog and managing employee behavior. In this article we look at communication, correction, praise, structure, repetitive learning and pack behavior and how it applies to the workplace.
How to Predict Behavior Like Abraham Lincoln Did
Behavior can be predicted in terms of a person's interests, group identity, character, and unconscious needs. If you want to predict behavior, do what Lincoln did...

Relationships: The Key to Organizational Success
Every company has an organizational structure which determines the duties and obligations of each employee. Each employee, from executive to manager to the employee, plays an important role in the productivity and success of the organization. In many cases channeled down organizational decisions can have a negative influence on the relationship between the supervisor and the employee which results in losses in organizational productivity and profits. Organizational relationships between supervisors and employees are the key to the success of any organization.
Employee Recognition Programs
When developing employee recognition programs, employer will benefit from a transformation process that takes into consideration organizational demographics and the continuous changing organizational needs.
Busting Teacher Unions for the Wrong Reasons
As education stakeholders continue to sort through the reasons for failing school districts they have shifted the blame to teachers. Teachers are the cornerstone for any productive education but before we rid ourselves of unions we must consider other factors that contribute to failing schools such as dysfunctional organizational behavior.
3 Ways to Recycle Conflict
Early identification of behavior patterns will help you maximize creativity and production while minimizing repeated behavior from co-workers.

Breaking Out Of The Box
Human behavior and organizational behavior have at least two major points in common. Both gravitate towards traveling in the same well-worn paths, favoring the feeling of safety that repetition brings over the feelings of anxiety and fear that often accompany change. A second point of commonality is that both humans and organizations can be steered in the wrong direction by subscribing too heavily into “groupthink” (described by psychologist Irving Janis as, “a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members' strivings for unanimity override their motivation to realistically appraise alternative courses of action.”). Both behaviors can lead to flawed logic and / or incorrect underlying assumptions becoming institutionalized into our way of thinking.
The Role of Organizational Design in 21st Century Organizations.
The world is pressed on all sides by a diminishing full-time workforce, differing cultural, generational, political, and religious views and the organization of the 21st century must be more agile than its 19th and 20th century ancestors. The role of organizational design is imperative to how the organization deals with challenges it now faces. Today’s organizational design will require an ability to share ideas, knowledge, resources and skills across organizational, generational and cultural boundaries within and outside of the organizational system for the purpose of achieving desired goals. This article addresses the role of organizational design in 21st century organization.
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