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| Organizational behavior | |
|---|---|
| Name | Organizational behavior |
| Discipline | Management science |
| Related | Harvard Business School, Stanford Graduate School of Business, Wharton School, London School of Economics, MIT Sloan School of Management |
| Notable figures | Elton Mayo, Frederick Winslow Taylor, Max Weber, Mary Parker Follett, Herbert A. Simon |
| Methods | Survey research, Case study, Experimental method, Ethnography |
| Application | General Electric, Toyota Motor Corporation, Procter & Gamble, Google, IBM |
Organizational behavior is the interdisciplinary study of how individuals, groups, and structures influence behavior within formal companys, nonprofit organizations, and public institutions. It synthesizes theoretical work and applied research to improve effectiveness, productivity, and well‑being in settings such as McKinsey & Company, World Bank, United Nations, Ford Motor Company, and Apple Inc.. Scholars and practitioners draw on traditions from Harvard Business School, London School of Economics, MIT Sloan School of Management, Stanford Graduate School of Business, and Wharton School to inform interventions used at General Electric, Toyota Motor Corporation, IBM, Procter & Gamble, and Google.
Organizational behavior emerged through interactions among scholars associated with Harvard Business School, Yale University, Columbia University, University of Chicago, and London School of Economics and was shaped by pioneering studies such as the Hawthorne studies led at Western Electric and organizational reforms tied to Frederick Winslow Taylor and Max Weber. Its applied lineage includes consulting practices from McKinsey & Company, Boston Consulting Group, and Deloitte, and its pedagogical home sits within programs like Harvard Business School, INSEAD, Stanford Graduate School of Business, and Wharton School. The field addresses workplace phenomena found in Ford Motor Company, General Motors, Samsung Electronics, Siemens, and Toyota Motor Corporation.
Foundational theories draw on contributions by Frederick Winslow Taylor (scientific management), Max Weber (bureaucracy), Elton Mayo (human relations), Mary Parker Follett (integration), and Herbert A. Simon (decision making). Contemporary frameworks incorporate perspectives influenced by Karl Marx (labor), Emile Durkheim (social order), Geert Hofstede (cultural dimensions), Philip Selznick (institutional theory), and James March (organizational decision processes). Theoretical debates have been advanced in outlets tied to Academy of Management, American Psychological Association, European Group for Organizational Studies, Society for Industrial and Organizational Psychology, and Administrative Science Quarterly.
Studies of individual behavior examine constructs such as motivation, perception, personality, and attitudes with reference to empirical work by Frederick Herzberg, Abraham Maslow, Douglas McGregor, B. F. Skinner, and Albert Bandura. Research investigates job satisfaction and performance in settings like Procter & Gamble, Google, IBM, Microsoft, and Amazon (company), using methods developed in contexts associated with Harvard Business School, Stanford Graduate School of Business, and Wharton School. Assessment tools and interventions often derive from applied practice at McKinsey & Company, Deloitte, KPMG, Accenture, and PricewaterhouseCoopers.
Group dynamics research builds on experiments and field studies associated with Kurt Lewin, Bruce Tuckman, Robert Bales, Irving Janis, and Wilfred Bion. Topics include cohesion, conflict, norms, and decision‑making processes examined in project teams at Toyota Motor Corporation, Lockheed Martin, NASA, Apple Inc., and Google. Team design and facilitation techniques are practiced by IDEO, McKinsey & Company, Boston Consulting Group, Accenture, and Bain & Company.
Analyses of structure and culture draw on classic cases from General Electric, IBM, Siemens, Samsung Electronics, and Toyota Motor Corporation and on theoretical contributions by Max Weber, Chester Barnard, Edgar Schein, Geert Hofstede, and Henry Mintzberg. Studies address formal hierarchies, matrix designs, and networked organizations observed at Microsoft, Amazon (company), Apple Inc., Procter & Gamble, and Ford Motor Company.
Leadership research references notable figures and phenomena linked to Peter Drucker, Warren Bennis, James MacGregor Burns, John Kotter, and Daniel Goleman. Management practices and leadership development programs are implemented at Harvard Business School, INSEAD, Stanford Graduate School of Business, and corporate academies at General Electric, IBM, Google, and McKinsey & Company.
Change theory combines insights from Kurt Lewin (unfreeze-change-refreeze), John Kotter (eight steps), Chris Argyris, Edgar Schein, and Richard Beckhard and is applied during restructurings at General Electric, Ford Motor Company, IBM, Toyota Motor Corporation, and Microsoft. Organizational development interventions are delivered by consulting firms such as McKinsey & Company, Boston Consulting Group, Bain & Company, Accenture, and Deloitte.
Methodologies include experimental designs used in Stanford Graduate School of Business and Harvard Business School labs, longitudinal studies from Wharton School and University of Michigan, ethnographies influenced by Clifford Geertz and Van Maanen, surveys popularized in work by Herbert A. Simon and James March, and mixed methods practiced at London School of Economics and INSEAD. Applied outcomes influence policy and practice at World Bank, United Nations, OECD, European Commission, and multinational corporations like Procter & Gamble, Samsung Electronics, and Google.
Category:Management studies