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Organisational​
Behaviour

BUSINESS COLLECTION​

Intro

Organisational behaviour is about life. It’s about people. It’s about how we behave. I bet you sometimes wonder why some people behave differently to others. Have you ever pondered things like:

  • Why do some people seem to get along with everyone?
  • Why do some people leave things to the last minute?
  • Why do some of us love social media while others avoid it?
  • How can we manage people effectively?

In this collection, we’re going to ask a lot of questions about people. This is because people matter. You can’t run a business without people. There is no such thing as an organisation without people, and how effective an organisation will be is largely down to the behaviours and decisions that people make.

Tracks

View micro lessons

Introduction

View micro lessons

Leadership

View micro lessons

Groups and Teams

View micro lessons

Communication

View micro lessons

Motivation

View micro lessons

Personality and Identity

View micro lessons

Decision-Making

View micro lessons

Organisational Structure

View micro lessons

Workplace Culture

View micro lessons

Organisational Change

View micro lessons

Power and Politics

View micro lessons

Technology and Behaviour

Micro-Lessons: Introduction

Micro-Lessons: Leadership

Micro-Lessons: Groups and Teams

Micro-Lessons: Communication

Micro-Lessons: Motivation

Micro-Lessons: Personality and Identity

Micro-Lessons: Decision-Making

Micro-Lessons: Organisational Structure

Micro-Lessons: Workplace Culture

Micro-Lessons: Organisational Change

Micro-Lessons: Power and Politics

Micro-Lessons: Technology and Behaviour

Intro

Welcome to the collection on organisational behaviour!

Intro

How does university life relate to organisational behaviour?

Intro

Do you want to become a manager? Discover the key skills managers have.

Intro

How would you like to manage a team of people?

Intro

Test your knowledge!

Intro

Discover the importance of critical thinking, and how you can use it throughout this collection.

Intro

Find out what you’ll be learning in this collection.

Intro

Leadership is one of the most admired qualities in organisations. Understand what it is and how developing leadership skills can boost your career.

Intro

Discover ideas about what makes someone an effective leader.

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Discover ideas about what makes someone an effective leader.

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Discover ideas about what makes someone an effective leader.

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Which traits determine a leader, and are they universal? Find out more in this micro-lesson.

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Discover ideas about what makes someone an effective leader.

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This micro-lesson focuses on behavioural theory, which suggests leadership behaviour can be learned and developed.

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Learn more about the main leadership styles and their pros and cons.

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Discover ideas about what makes someone an effective leader.

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Leadership development is a big industry that keeps on growing. Find out why in this micro-lesson.

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Contingency refers to the ability to adapt leadership styles to the situations. See how in this micro-lesson.

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This micro-lesson covers Path-Goal Theory, which states that employee expectations have to be attended by their leaders.

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A transformational leader sees beyond the bigger picture, inspiring motivation and commitment amongst followers.

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Discover ideas about what makes someone an effective leader.

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Charismatic leaders have a powerful effect on employees. Understand why in this micro-lesson.

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There’s potential for transformational and charismatic leaders to have a ‘dark side’, making discussions around ethics important.

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There are many theories about authentic relationships, some of which are explained in this micro-lesson.

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Trust plays an important role in building relationships. Learn how it impacts on leadership.

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A good leader will probably also know how to be a good follower. Discover the importance of followers in this micro-lesson.

Intro

In this micro-lesson, we learn about leadership where decision-making power is shared among a group. How do you think this works?

Intro

What does a global leader look like? Read this micro-lesson to find out more.

Intro

A summary of everything you’ve learned about leadership in this track.

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A list of the references used in this track.

Intro

Learn about the importance of teamwork and what makes it so important for organisations and their employees.

Intro

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Being able to work with people as part of a team is a core management skill involving new behaviours and attitudes which this micro-lesson explores in detail.

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Here you will see a case study from Footprint Digital, which discusses the importance of Psychological Safety.

Intro

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In this micro-lesson, we will discuss the numerous benefits to group and teamwork in the workplace and why teamwork is important.

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There are a whole host of different phenomena that influence individual behaviour, perceptions and performance when within a team, and one of these is Social Identity Theory.

Intro

The studies discussed in this micro-lesson identifies the importance of group values and norms in the workplace.

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Social representation theory identifies representations of values, beliefs and practices that are created and transformed through social knowledge and communication.

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Group norms are the expected or assumed standards of behaviour required within a group, and in this micro-lesson, we look at the positives and negatives of Group Norms.

Intro

Here we explore the darker side of organisational behaviour, including the Stanford Prison and Milgram experiments.

Intro

Intro

Social conformity refers to the change in an individual’s attitude, belief or behaviour in response to real or imagined group pressure.

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Groupthink is when the norm for consensus overrides the realistic appraisal of alternative courses of action.

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Social loafing, also known as ‘free-riding’, refers to when individuals do less in a group than they would normally do on their own.

Intro

Individuals stop seeing themselves as individuals and therefore stop taking responsibility for themselves. This is known as De-individuation and will be explored in this micro-lesson.

Intro

The Belbin Team Roles are used by businesses to understand how to get the most out of their employee’s ability to work successfully in a group.

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Summary for Teamwork.

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References for Teamwork

Intro

This track will explore the main principles of workplace communication.

Intro

In this case study video, employees at L’Oreal discuss why good communication is so important.

Intro

Considering examples of what happens when communication is poor helps us to see why communication is so important.

Intro

Communication is as much about listening as it is about speaking or sending information.

Intro

How does information pass from one person to another, and how is the information received? There are several basic models which attempt to explain this process.

Intro

If you have a good understanding of the communication process, you will be able to communicate more effectively.

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What makes a particular medium rich, and are rich media always better for communicating?

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Why does communication fail? Learn about the different kinds of barriers that stop messages getting through effectively.

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There are many communication aspects that can differ between cultures. Find out what they are in this micro-lesson.

Intro

Find out the difference between downward and upward communication flow, the way organisational communication is planned, and the way informal communication is used in organisations.

Intro

In this micro-lesson we discuss the ways in which organisational structure has a significant impact on communication.

Intro

Communication is essential to understanding organisational behaviour; methods and processes of communication have noticeable effects on the functions and performance of an organisation.

Intro

Conflict can occur between individuals, groups and departments within an organisation regarding issues such as work goals, tasks and how to perform them, wages and bonuses, conduct and interpersonal issues.

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When we hear of ‘workplace conflict’ there is a tendency to assume it is involving an individual; it can be much wider than that.

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Manifest conflict within organisations is less common than we’d expect, with employee resistance to management attempts to control and influence them representing the majority of conflict scenarios within organisations.

Intro

Conflict can be managed through a range of resolution approaches that aim to end the disagreement between the conflicting parties.

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Communication strategies can keep staff informed of changes and strategies, staff engagement and providing updates on policies and procedures.

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There are some organisational strategies for resolving employee conflict which usually are referred to as disciplinary or grievance issues.

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In addition to the organisational approaches for conflict resolution, mediation, ACAS and employment tribunals can play a part in resolving workplace disputes.

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There are a number of issues related to communication and conflict in the workplace which prevent organisations from successfully implementing strategies and approaches.

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A summary of everything you’ve learnt about communication in this track.

Intro

Find the references used in this track here.

Intro

Motivation is a fundamental building block in understanding employees at work, and how to manage them.

Intro

Intro

Motivation: A Brief History.

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Key theories of motivation, how they work and how they could be used by management.

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Maslow’s Hierarchy of Needs: Why do we keep aiming for more and more?

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Alderfer’s (ERG) model

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Why do some people love their job, but dislike their employer?

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Why do we sometimes start out not wanting to do something, but end up really enjoying it?

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Why do people put different efforts into the same task?

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Equity and fairness as important motivators because employees place value upon experiencing both in the workplace.

Intro

Goal-setting theory is widely used in businesses today as a technique for motivating employees.

Intro

The Job Characteristic Model (JCM) links the work context with employees’ psychological states.

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Who do you think is responsible for motivation at work: the organisation, managers, or employees themselves?

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Changing models for work and work structure.

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Summary of this track.

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Discover what makes us psychologically unique and uniting.

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Discover what makes us psychologically unique and uniting.

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Discover what makes us psychologically unique and uniting.

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Discover what makes us psychologically unique and uniting.

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Discover what makes us psychologically unique and uniting.

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Discover what makes us psychologically unique and uniting.

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Discover what makes us psychologically unique and uniting.

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Discover what makes us psychologically unique and uniting.

Intro

Discover what makes us psychologically unique and uniting.

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Discover what makes us psychologically unique and uniting.

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Discover what makes us psychologically unique and uniting.

Intro

Discover what makes us psychologically unique and uniting.

Intro

Discover what makes us psychologically unique and uniting.

Intro

Discover what makes us psychologically unique and uniting.

Intro

Discover what makes us psychologically unique and uniting.

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Discover what makes us psychologically unique and uniting.

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Discover what makes us psychologically unique and uniting.

Intro

Learn what is part of the decision-making process, how different people deal with it in different ways and what is the impact at the workplace.

Intro

Intro

Why the decision-making process can be important at the workplace

Intro

Within organisations, decisions are made at all levels and have varying degrees of complexity. This micro-lesson covers the different types of decisions and who makes them.

Intro

This micro-lesson covers Prescriptive models which include Rational Model of Decision-making and classical decision theory.

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This model focuses on how individuals actually make decisions. It explores a range of factors that affect decisions made by individuals and groups.

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The Explanatory Models, explores how individuals, groups and organisations make decisions.

Intro

This micro-lesson covers when you have to deliberate over a range of choices that can lead to difficult trade-offs and alternatives.

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Personal circumstances and desires within the workplace may influence organisational decision-making. Individual decision-making considers how this can affects decision at work.

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Decision-making is synonymous with management. Management follows a process of stating and analysing a problem, identifying a course of action, evaluating and deciding the path to travel.

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In this micro-lesson, we cover Group decision-making, including the benefits and the possible issues when making decisions in a group.

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Decisions in organisations involve power and conflict between individuals and groups in an organisation. It also has a lot to do with the Organisations Culture.

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Here we discuss the challenges of decision-making and how these challenges can affect an organisation.

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This micro-lesson covers the skills required for good decision-making in the workplace.

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Summary of Decision-making

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References for Decision-making

Intro

Discover how Facebook’s structure changed as it went from a start-up to one of the world’s leading companies.

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What is organisational structure and why is it so important?

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Discover why organisational structure is an important matter for any organisation.

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Understand what the core components of organisational structure are in this micro-lesson.

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Learn why organisational structures have a huge impact on business and people.

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Discover how work specialisation has gone from being an innovation in factory work to a standard feature of most modern organisations.

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Grouping a series of aligned job roles together is called departmentalisation. Discover more in this micro-lesson.

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What’s the difference between ‘tall’ and ‘flat’ hierarchies, and which is more commonly used today?

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Learn about the advantages and disadvantages of centralised and decentralised decision-making in organisations.

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Understand the different types of organisational design, and their advantages and disadvantages.

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As the name suggests, the simple structure is the simplest type of organisational structure. Discover its features in this micro-lesson.

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Bureaucracy means ‘the power of office’. Find out more about bureaucratic structures in this micro-lesson.

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Understand the distinctive features of the matrix structure, which emerged as an alternative to the problems associated with bureaucracy.

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Discover the network structure, which involves teams managing themselves.

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Outsourcing is when an organisation externalises part of its activities to another organisation. What are the pros and cons?

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What factors should organisations consider when deciding which structure to use?

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Find out more about how organisations decide which structures to use.

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A summary of the key concepts we have looked at in this track.

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The list of references used in this track.

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What is workplace culture and what makes it important?

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Different organisations have different cultures. Find out more in this micro-lesson.

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What are the main definitions of culture? Find out in this micro-lesson.

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Understand the importance of culture in organisations and its influence in important decisions that teams make.

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Learn more about what influences culture and the legacy founders leave to organisations.

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Learn more about the different models and how they view culture at varying levels.

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Level 1: Surface manifestations-artefacts and behaviours.

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Level 2: Espoused Values.

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Level 3: Basic assumptions.

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When Schein’s levels are aligned then culture is successful, but what happens when they don’t align?

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Understand how culture can be useful for managers to deal with their teams.

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Socialisation plays a big part in signing up for the culture. Is this process always easy?

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Culture is not always positive. Learn more about inappropriate cultures in organisations.

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In this micro-lesson, we’ll explore how a companies culture can become dysfunctional.

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Final thoughts about workplace culture and how managers can embed positive and ethical cultures.

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The list of references used in this track.

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How changes happen in organisations.

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This micro-lesson reflects on how the external environment is a key driver for organisational change.

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Internal factors can also drive organisations to change.

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Learn the main kinds of change there are.

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Learn more about the units of change analysis: micro, meso and macro.

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Find out the differences between implementing a planned change and an emergent change.

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The benefits and criticisms of different approaches to change.

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What are the skills you must have to be able to promote change in your workplace.

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Understand how people’s reactions to a change can impact the outcomes of it.

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The context of change and how these different aspects can be managed.

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When engaging in change, leaders first need to understand their organisation’s internal situation and the external environment.

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Find out which sources have helped to create this track

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Set up the importance of power and politics in the organisational structure.

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Types of networks

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How influence, power, and authority play an important role in relationships and decision making at the workplace.

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Find out why certain people or roles hold power in organisations.

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Learn more about key aspects that influences relates to the centre of power.

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Different relationships have different levels of power. Find out how that works in the workplace.

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Understand the politics behind many organisation’s decisions.

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How organisations keep control of behavioural aspects within the company.

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Hoe organisations set ethical controls and punish those who do not follow their rules

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Not everyone knows how to deal with power and it is common to misuse. Learn the most common types of misuses at work.

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Bullying and harassament are practices that organisations are seeking to abolish but still possible to find in many places.

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Learn more about how spheres of influence work in the workplace.

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Conflicts are common in human interactions and it would not be different in the workplace. Learn more about their nature and how to deal with them.

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Learn about what toxicity means in the workplace.

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What is more important: knowledge or influence?

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Understanding how power and politics work will prepare you for unexpected situations.

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The list of references used in this track.

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The socio – technological foundations of business, management, leadership and entrepreneurship.

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It is essential that all students of business, management, leadership and entrepreneurship know and understand how the environment of business works in practice.

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Organisations are made of more than the physical structure. There are many intangible assets that are part of the composition of a company.

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Industrial revolutions have shaped the world to what it is nowadays. Learn about how they have affected the way we work and their differences.

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Having goals and setting up strategies to achieve them are important in the workplace. Find out more about them in this micro-lesson.

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There are social and psychological issues to be considered while working.

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A behavioural approach to product and service development, marketing and selling: defining and applying the ‘Packard’ Needs and Wants.

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Organisational and workplace relationships are delivered as the result of technology; and they are changed as the result of technology.

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How technology has changed the way we work and interact with our colleagues at the workplace.

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Product and service design technology delivers service levels and production processes that are as repeatable and assurable as has ever been possible.

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What are the challenges ethics face with the use of technology in organisations?

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Learn how conformity and dissonance conundrum are important in protecting the organisation’s reputation.

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Technology has pushed workers and teams into relevant changes.

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One most the most popular terms in the business has more meanings than many know. Find out more in this micro-lesson.

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It is important to understand the value of technologies for organisations.

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How technology can support company’s development of procedures and workflow.

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By the end of this track, we should understand the importance of technology in the workplace and everything around it.

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List of references for this track.

The Academic Team

Dr Ivan Mitchell

Vision Editor

University of East Anglia

Dr Sarah Warnes

Vision Editor

University College London

Rachel Nayani

Academic Contributor

University of East Anglia

Nicholas Jackson

Academic Contributor

University of Leeds

Richard Pettinger

Academic Contributor

University College London

Nina Sepalla

Academic Contributor

University College London

Marijana Baric

Academic Contributor

University of East Anglia

Hannah Newbury

Academic Contributor

University of Exeter

Jason Macvaugh

Academic Contributor

University of Liverpool

Jan Wilcox-Blake

Academic Contributor

University of Reading

Fran Hyde

Academic Contributor

University Campus Suffolk

Chris Parkin-Hughes

Academic Contributor

University of Exeter

Noelia-Sarah Reynolds

Academic Writer

University of Essex