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All organizations have a management structure that determines relationships between functions and positions, and subdivides and delegates roles, responsibilities, and authority to carry out defined tasks. Organizations are open systems in that they affect and are affected by the environment beyond their boundaries. Organizational behavior Actions and attitudes of individuals and groups toward one another and toward the organization as a whole, and its effect on the organization's functioning and performance Organizational behavior is an academic discipline concerned with describing, understanding, predicting, and controlling human behavior in an organizational environment. Organizational behavior has evolved from early classical management theories into a complex school of thoughtand it continues to change in response to the dynamic environment and proliferating corporate cultures in which today's businesses operate. "The task of getting organizations to function effectively is a difficult one," wrote David A. Nadler and Michael L. Tushman in Hackman, Lawler, and Porter's Perspectives on Behaviors in Organizations . "Understanding one individual's behavior is a challenging problem in and of itself. A group, made up of different individuals and multiple relationships among those individuals, is even more complex. In the fact of this overwhelming complexity, organizational behavior must be managed. Ultimately the work of organizations gets done through the behavior of people, individually or collectively, on their own or in collaboration with technology. Thus, central to the management task is the management of organizational behavior. To do this, there must be the capacity to understand the patterns of behavior at individual, group, and organization levels, to predict what behavior responses will be elicited by different managerial actions, and finally to use understanding and prediction to achieve control. "
discipline provides a slightly different focus, analytical framework, and theme for helping managers answer questions about themselves, nonmanagers, and environmental forces." In regard to individuals and groups, researchers try to determine why people behave the way they do. They have developed a variety of models designed to explain individuals' behavior. They investigate the factors that influence personality development, including genetic, situational, environmental, cultural, and social factors. Researchers also examine various personality types and their impact on business and other organizations. One of the primary tools utilized by organizational behavior researchers in these and other areas of study is the job satisfaction study. These tools are used not only to measure job satisfaction in such tangible areas as pay, benefits, promotional opportunities, and working conditions, but also to gauge how individual and group behavior patterns influence corporate culture, both positively and negatively.
FURTHER READING:
Connors, Roger, and Tom Smith. "Benchmarking Cultural Transition." Journal of Business Strategy. May 2000. Egan, Gerard. "Cultivate Your Culture." Management Today. April 1994. Gibson, James L., John M. Ivancevich, and James H. Donnelly Jr. Organizations: Behavior, Structure, Processes. 8th ed. Boston: Richard D. Irwin, 1994. Gordon, George G. "Industry Determinants of Organizational Culture." Academy of Management Review. April 1991. Hodgetts, Richard M. Organizational Behavior: Theory and Practice. New York: Macmillan Publishing Company, 1991. Nijhof, Andre H.J., and Marius M. Rietdijk. "An ABC Analysis of Ethical Organizational Behavior." Journal of Business Ethics. May 15, 1999. Phegan, Barry. Developing Your Company Culture: The Joy of Leadership. Context Press, 1996. Read more: Organizational Behavior - benefits, The behavioral sciences, Organizational behavior and corporate culture http://www.referenceforbusiness.com/small/OpQu/Organizational-Behavior.html#ixzz1MvesDYEI