Organizational Behavior is for Everyone

Aktualisiert: 22. Apr.

People often act very differently in the same situation - one person likes to take on a lot of responsibility, make their own decisions, and implement their own ideas, whereas another prefers clear tasks and a predefined framework for action, and for whom too much demand for personal initiative is a source of stress. Understanding such behavioral differences becomes more tangible with the help of Organizational Behavior models (OB models) and shows that knowledge about individual values and skills of employees is directly related to key factors such as productivity, value creation, commitment and job satisfaction (Robbins Judge).



Nowadays, it is, therefore, essential to broaden the perspective from key figures of corporate success to the level of human behavior and its conducive shaping in the context of the entire organizational culture. After all, if the human factor is not the foundation for economic success and the driving force in the company, what else is?

In the initial example, this means that explicit knowledge of employees' individual abilities and perceptions can not only make a decisive contribution to job satisfaction, but is directly related to situational leadership and increased value creation. If a climate of trust with a balance between freedom of decision and control exists, employees will also be more willing to take on responsibility. This increases employee satisfaction and engagement.


"A positive organizational culture emphasizes building on employee strengths, rewards more than it punishes, and emphasizes individual vitality and growth" (Robbins Judge).


Just as each company has its own structure, each employee has different values and character traits. OB models show how each individual employee is a key factor in corporate success. The organizational culture not only reflects the company's shared values it is also shaped by the ideas that each individual brings into the organization.


The importance of soft skills


Today, companies are subject to continuous change. Whether in the areas of work design, technology, or organizational culture, there are constant changes and improvements that are relevant to all levels of the company (Siebenbrock). On the one hand, OB approaches help to better understand each individual character in the company. On the other hand, knowledge about organizational structures and group dynamics makes it easier to deal with change. Everyone has habits that are not always easy to change.

Knowledge of Organizational Behavior is essential in creating sensitivity to actual conditions, dissolving rigid structures, and fostering a culture that embraces and benefits from continuous change by paying attention to employee perceptions, leadership behavior, and human resource management. Regular communication not only creates security and orientation, but also helps to deal with resistance and promotes support for new methods (Kauffeld).


„Perfect communication is unattainable. Yet a positive relationship exists between effective communication and worker productivity. Choosing the correct channel, being an effective listener, and using feedback can make for more effective communication“ (Robbins Judge).


Individual variables in the OB model include not only biographical characteristics, values and skills, but also a wide variety of motivations, emotions and perceptions (Siebenbrock). Leadership styles are situational. For one company's group structures, it may be advantageous to choose an autocratic leadership style, in which employees are motivated by clear guidelines and goals. Whereas in other organizational structures, a participative style, in which motivation is achieved primarily through participation, is far more promising. Studies show, however, that it is precisely between employees and management that incorrectly predicted behavior and assessments can occur:

Through playful, yet scientifically based assessments (quizzes, job simulations, employee surveys, etc.) and the collection of specific factors influencing business success, reliable forecasts can be made and interpersonal skills be developed. The more effective use of human resources and the achievement of corporate goals are thus brought to the same level, so that questions such as the optimal individual employee development from the example at the beginning can be adequately addressed. This also includes extra-role performance, loyalty and identification with the goals and values of the company.

Enthusiastic working as a key element for economic success can be explained and achieved by Organizational Behavior approaches. In the context of agile structures, globalization, team interaction, situational leadership, and value management, employee satisfaction and work design are no longer just a means to an end, but are at the heart of the determinants of business success.




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