Organisational Behaviour (OB) is a multidisciplinary field that explores the behaviour of individuals, groups, and organisational structures and their impact on performance, efficiency, and overall effectiveness. Rooted in psychology, sociology, anthropology, and management studies, OB provides critical insights into workplace dynamics and supports the development of strategies to enhance employee well-being and organisational success (Robbins & Judge, 2021).
This article explores the core themes of OB, including individual behaviour, group behaviour, organisational structure, organisational culture, change management, leadership and management, and organisational theory.
1.0 Individual Behaviour
At the heart of OB lies the study of individual behaviour. This encompasses personality traits, attitudes, perceptions, motivation, decision-making, and learning. Research highlights that job satisfaction and employee engagement directly influence performance and organisational commitment (Luthans et al., 2015).
Psychological frameworks such as Maslow’s Hierarchy of Needs and Herzberg’s Motivation-Hygiene Theory remain highly influential in explaining workplace motivation (Miner, 2015). Moreover, contemporary studies emphasise the importance of emotional intelligence (EI) in predicting individual success within the workplace (Goleman, 2017). Managers use these insights to craft effective reward systems, training programmes, and interventions that align with employee expectations.
2.0 Group Behaviour
Beyond individuals, OB examines how people interact within groups and teams. The study of group behaviour includes processes such as communication, conflict resolution, team dynamics, and leadership within groups (Robbins & Judge, 2021).
Tuckman’s model of group development (forming, storming, norming, performing, adjourning) remains a useful framework for understanding how teams evolve and achieve effectiveness (Tuckman & Jensen, 1977). Furthermore, modern organisations rely on cross-functional and virtual teams, making effective communication and trust-building crucial (Griffin & Moorhead, 2014).
Studies also reveal that diversity in groups enhances creativity and problem-solving but may also create potential for conflict if not managed effectively (Shore et al., 2011).
3.0 Organisational Structure
Organisational structure refers to the way in which roles, responsibilities, and reporting relationships are organised. Traditional hierarchies have given way to more flexible and network-based structures, particularly in digital-era firms (Mintzberg, 2017).
A well-designed structure facilitates efficient communication, decision-making, and coordination. Poorly designed structures, on the other hand, can hinder productivity and create bottlenecks (Daft, 2020). Contemporary approaches such as matrix structures and flat organisations are designed to encourage collaboration and agility, especially in knowledge-intensive industries.
4.0 Organisational Culture
Organisational culture—the shared values, beliefs, and norms—is one of the most influential determinants of workplace behaviour. Culture provides employees with a sense of identity, shapes interactions, and affects their commitment to organisational goals (Schein, 2017).
The Competing Values Framework (Cameron & Quinn, 2011) categorises cultures into clan, adhocracy, market, and hierarchy, each shaping behaviour in distinct ways. For instance, clan cultures emphasise collaboration and employee involvement, while market cultures stress competitiveness and achievement.
Recent scholarship shows that strong cultures can improve performance but may also resist necessary change if they become too rigid (Malik, 2025). With globalisation, organisations must balance local practices with an overarching culture that fosters inclusion and adaptability.
5.0 Change Management
In an era of rapid technological, structural, and cultural transformations, change management is a critical focus of OB. Organisations often encounter resistance to change, which can stem from employee uncertainty, fear of job loss, or attachment to established routines (Kotter, 2012).
Effective change management involves clear communication, employee involvement, and supportive leadership. Lewin’s three-step model (unfreeze, change, refreeze) remains foundational, while Kotter’s eight-step process offers a modern guide for creating urgency, building coalitions, and embedding change (Kotter, 2012).
Recent studies emphasise digital transformation and its implications for organisational change, highlighting the need for adaptability, digital literacy, and flexible strategies (Heydari & Rezaeekelidbari, 2025).
6.0 Leadership and Management
The study of leadership and management is central to OB. Leaders shape employee motivation, organisational direction, and overall effectiveness. Research distinguishes between transactional leadership (focused on structure and rewards) and transformational leadership (focused on inspiration, vision, and empowerment) (Bass & Riggio, 2006).
Transformational leadership has been shown to improve job satisfaction, innovation, and performance across industries (Northouse, 2018). However, contemporary challenges such as remote work and digital leadership demand new skill sets, including virtual communication and building trust without physical presence (Hosseinpour et al., 2024).
Leadership also intersects with power and politics, as decision-making often reflects competing interests and negotiations within organisations (Pfeffer, 2010).
7.0 Organisational Theory
Organisational theory provides the theoretical foundation for OB, helping scholars and managers understand how organisations function and adapt. Systems theory, for example, conceptualises organisations as open systems that interact with their external environment (Kast & Rosenzweig, 1985).
Contingency theory suggests that there is no one best way to organise, and effectiveness depends on aligning organisational design with environmental demands (Donaldson, 2001). Social exchange theory highlights how reciprocal relationships between employees and organisations influence commitment and trust (Blau, 1964).
More recently, OB scholars have considered complexity theory and quantum leadership models, which emphasise flexibility, uncertainty, and interconnectedness in modern organisations (Heydari et al., 2025).
Organisational Behaviour provides a critical lens for understanding the complex interplay of individuals, groups, structures, and cultures within organisations. It equips managers with the knowledge and tools to improve performance, innovation, and employee satisfaction, while also enabling organisations to navigate change and uncertainty.
From individual motivation to organisational culture and leadership styles, OB’s insights remain essential for managing today’s complex and dynamic workplaces. The continuing evolution of OB, particularly in the context of digital transformation and global challenges, ensures that it will remain a vital area of study and practice.
References
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Daft, R. (2020) Organisation Theory and Design. 13th ed. Boston: Cengage Learning.
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Malik, R. (2025) ‘Haute Culture: How Open Culture Breaks Through Old-Fashioned Work Patterns in Healthcare’. VU Research Portal. Available at: https://research.vu.nl/en/publications/haute-culture.
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Robbins, S.P. & Judge, T.A. (2021) Organisational Behaviour. 15th ed. Harlow: Pearson.
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Tuckman, B.W. & Jensen, M.A.C. (1977) ‘Stages of Small-Group Development Revisited’, Group & Organisation Studies, 2(4), pp. 419–427.
