Module 1
INTRODUCTION TO ORGANIZATIONAL BEHAVIOR
Module Introduction
Since the period of Industrial Revolution, the study of organizational behavior has been
viewed as an essential tool in managing the organizations. This aims to learn how people
behave in the workplace and how these behaviors affect the organization. This chapter primarily
focuses on the overview of what organizational behavior is and why it is deemed important in
determining organizational effectiveness. It shall also examine how the human capital can be a
source of competitive advantage of an organization.
The introduction to human behavior in organizations shall bring about a better
understanding of the course and shall illustrate the roadmap for the topics to be discussed along
the study of this course.
Topic Outcomes
After reading and understanding this module, students will be able to:
1. Define organization and organizational behavior;
2. Describe how organizational behavior determines the effectiveness of an organization.
BASIC CONCEPTS OF ORGANIZATIONAL BEHAVIOR
Definition of Organization
So as to facilitate efficiency and effectiveness in learning the basic concepts of
organizational behavior, we begin first with the nature of organization. The term ​organization is
defined as a collection of individuals who work together, having a coordinated system, towards
the attainment of a common goal.
Organizations can be characterized by the following features :
(1) Network of individuals. An organization consists of individuals forming relationships to
get things done and problems be solved.
(2) System. This feature is related to the first one, whereby everyone in this network of
individuals follows a coherent and well-defined structure and processes.
(3) Coordinated activities. In order to achieve a common goal, the organization integrates all
the various activities. This also facilitates efficiency as regards the use of resources and
allows the individuals and groups to perform effectively.
(4) Division of Labor. Activities are grouped according to the job family. Thus, for the
organization to be able to accomplish these several functions, activities are divided into
departments. Each department is often headed by an expert of a given field.
(5) Goal Orientation. This serves as the primary reason why an organization exists. There
must be a goal or a common purpose. For example, a supermarket is established to
achieve a goal of creating profits and at the same time to provide convenience and one
stop shop for all the grocery and household goods.
(6) Continuity over time, regardless of membership change. An organization affords to
operate even if there is a change of its members. Since there is an established system
with a solid foundation of its structure and processes, new members may continue to
manage and still pursue with the achievement of the organizational goals.
Generally, an organization can be considered effective when it is able to achieve its
goals.
Definition of Organizational Behavior
In any organization, managing its resources has always been part of a strategy to attain
its goals, be it financial resource, technological resources, and human resources. Perhaps,
some organizations consider this as a challenge in today’s fast-paced environment. Human
resource is undeniably one of the main resources in the organization. Imagine an organization
without its people as members - what then is an organization?
Various researches have proven that organizational effectiveness also depends on the
effective performance of its employees. Hence, the management takes the challenge in
understanding the behavior of individuals and groups in the organization. This undertaking then
became a field to study in behavioral sciences in the context of management and organizations.
Organizational Behavior can be defined as the study of how people behave and act in
an organizational environment.
Organizational behavior focuses on how the individuals and groups behave in the
workplace and how these behaviors then affect the organization. Understanding their behavior
is important in improving organizational effectiveness and at the same time enhancing positive
effects to the employees in working in a given organization. For instance, an employee who is
not motivated to do his/her job well results in lower productivity; when he/she is not happy
working with other members of the organization, employee satisfaction is likewise at stake. On
the other hand, one employee who gets rewarded after accomplishing a required report tends to
perform better the next time he/she is asked to do jobs related to it. Explaining and predicting
behavior within an organization is the bottomline of organizational behavior. During the course
of discussion of the entire concepts of human behavior in organization, the readers shall come
across several theories. This shall include but not be limited to theories in learning, personality,
motivation, and leadership.
The Organizational Behavior Model: Individual, Group, and Organization
Examining organizational behavior includes three levels, i.e. individual level , group level
and organizational level as a whole. Through this, we may identify what causes people to
behave individually and collectively. Organizational behavior allows understanding of the actions
of people in the workplace. Through the concepts and theories of OB, the management will
know what makes and why individuals gets motivated to be part of an organization, why they
feel happy or bad in terms of their satisfaction in the work environment, why one performs more
productively than the others, why some reach their retirement age in the company, while others
leave after quite some time, why there are groups opposing the management, and how
organizations do deal and react to changing environment. Basically, organizational behavior
helps the management in recognizing and analyzing how the individual and group
characteristics, workplace scenarios and the organizations themselves affect how people feel
about and make consequent actions in the workplace.
Exhibit 1.1
Level of Analysis in Organizational Behavior
(George and Jones, 2012)
The Individual. When there is a fit between individual needs/values and organization’s
expectations, there is a reduced likelihood of frustrations and conflict as a result of their
behaviors. Hence, the management must ensure that they are able to integrate the individual
and organization. This will then foster a satisfactory work environment while attaining the
organizational goals as well.
The Group. All organizations are composed of groups. Groups are generally composed
of two or more individuals working together and influencing one another as they interact.
Informal groups are also formed within the organizations given the nature of people having
social needs - feeling of belongingness. In today’s work environment, groups are turned into
teams. ​Teams are groups of individuals who work together, having their respective roles and
are performing for a common goal. A group of basketball players becomes a team when a
specific and common goal brings them together, e.g. to win a game as one. Each is given a role
to perform during the entire game. On the other hand, some assemblies for a show are not
considered as teams. They are gathered together as a crowd but they only interact to a very
little extent. Goals are not even specific.
Group members as time passes by develop relationships between and among them,
resulting in influences and rise of group leaders. Recognizing the existence of groups in the
organization can help the management in analyzing group pressures that further affect the
individual performance. When groups are well-managed, business transactions are smoothly
being done, e.g. planning, organizing, and coordinating.
The organization. One feature of an organization is the system - there follows the
existence of a formal structure. And formal organizations are composed of individuals and
groups interacting within the structure. The hierarchy in the structure guides the entire
organizations on how the communication and information flow and how its people carry out their
activities. In relation to organizational behavior, the management systems, structure pattern and
leadership styles affect the behavior of employees. When one member of the organization feels
that there is a bottleneck, it could dramatically affect the way an employee performs in the
workplace.
Very true that individual, interpersonal and organizational factors define the employee
value in the workplace.
Exhibit 1.2
Factors and Outcomes of a Strategic Approach to Organizational Behavior
(Hitt, Miller and Colella, 2012)
Figure 2 shows the factors and outcomes of a strategic approach to organizational
behavior. Individual factors include one’s personal values and capabilities such as motivation,
satisfaction, ability to learn, locus of control and personality, skills and attributes, and so on. For
interpersonal factors, quality of leadership, communication, role relationships and decision
making in groups and teams are elements affecting how individual capacities are fully utilized in
the organization. Lastly, important organizational factors like formal structures, policies and
culture are recognized to influence the employee attitudes towards creation of positive
outcomes. All these factors result to the outcomes coined as productivity, satisfaction and
organizational success. ​Productivity is defined as the output of individuals and groups.
Satisfaction is related to the feelings of individuals and groups towards their work and work
environment. ​Organizational Success refers to the organization’s competitive advantage and
financial performance. Value of people is gleaned in employee productivity, satisfaction and
organizational success. (Hitt, Miller and Colella, 2012)
Another important aspect to consider in organizational behavior is the concept of
psychological contract. This is an unwritten and silent contract between the individuals and
the management of the organization. This is the implied give-and-take relationship between the
two. The psychological contract recognizes the needs and expectations by both parties. It is
significant in terms of the extent whereby the two parties have perceived and respected the
agreement as fair and just. Some employees do not only leave the organization due to the
breach of employment contract, but because there are also instances that there were problems
arising regarding the psychological contract, even if it is actually not a written agreement.
ORGANIZATION AND ITS HUMAN CAPITAL
Organizational behavior can be viewed as a means to create a competitive advantage
through its human resources. Knowledge of organizational behavior allows managers to
rightfully lead and govern the organization and its people. Equally important, employees who
have a working knowledge of organizational behavior help them to value their work and
workplace, leading to a positive behavior in the organization for their goal achievement.
Competitive Advantage through Human Capital
In today’s business landscape where competition is always present, it is important for an
organization to identify its competitive advantage. This is to ensure survival in a given industry.
Competitive advantage is something unique about the organization and cannot be easily
copied by any other competitor. Simply, this is the edge over the others! Often you’ll hear
companies claiming that their latest equipment, technological advancement, marketing
strategies, reputation, company image and the like are the sources of their competitive
advantage. Both tangible and intangible resources can be a source. Hence, we now look at the
human resources as a competitive edge.
Human capital ​is simply the sum of an individual’s KSAOs - knowledge, skills, attributes
and other general characteristics. Human resources, unlike any other form of assets, do not
depreciate. In fact, through experiences and training, they are even becoming more developed.
Human capital as a source of organization’s competitive advantage can be determined
by its value, rareness, and imitability. This was from the Value-Rareness-Imitability and
Organization or VRIO framework of the On Becoming a Strategic Partner: The Role of Human
Resources in Gaining Competitive Advantage (Barney and Wright, 1998)
Human Capital Value​. It is the extent to which individuals are capable of supporting
strategy for competing in the marketplace. For instance, a teacher who is not properly trained on
pedagogy will not be able to deliver quality education, thus, he/she will not add value to the
academe as his/her organization. Human resources can add value to the organization by
ensuring that the HR functions and practices are strategic, e.g. lowering the costs and
increasing the revenues.
Human Capital Rareness​. It refers to the extent to which employees’ KSAOs are
unique in the industry where their organization belongs. Rare talents are difficult to find, hence,
it becomes a source of a competitive advantage. In contrast, those talents of a certain value that
can be found in any existing organization may not be considered and edge because it is
common to anyone. A company through its HR practices like training can create a
homogeneous human resource and exhibit rare characteristics to gain a competitive advantage.
Exhibit 1.3
VRIO Framework
Adapted from Barney and Wright (1998) by Hitt, Miller, Collela (2012)
Shown in Figure 2 is the VRIO Framework. It is the matrix whereby we identify whether
the human resources in the organization have value, are rare and are difficult to imitate and are
supported by effective management. If the answer to all these criteria is yes, then the
organization would reflect a sustained competitive advantage and above normal performance.
Trust and Pixie Dust: An HR Exec’s Disney Dream
Disney CHRO Jayne Parker reflects on how HR is helping continue to make magic.
Source : Retrieved from ​https://hrexecutive.com/trust-and-pixie-dust-an-hr-execs-disney-dream/​ , July 28, 2020.
Jayne Parker never intended to have
a decades-long tenure working with
the Walt Disney Co. In the late
1980s, Parker was building a career
as a consultant in organizational
development and structural design
when a headhunter came calling to
recruit her for a “large entertainment
company in Central Florida.” A native
Floridian, she knew what that meant.
Parker joined Disney in 1988, tasked
with leading training programs that
shared with corporate leaders
Disney’s secrets to success for
people management and guest
services—which ultimately laid the
groundwork for the creation of the
company’s Disney Institute. Two
years later, she was asked to
develop a global-leadership program.
“Every couple of years,” Parker says,
“I was tapped on the shoulder by
someone who said, ‘We’d like you to
go do this.’ I was having a lot of fun,
and I gained so much admiration and
respect for the brand—who we are,
what we do and how we do it.”
Before she knew it, Parker had spent
20 years in the company’s theme
parks and resorts unit, holding titles
such as director and vice president
of organization improvement and
head of HR for the division. In 2009,
she was given her biggest
assignment yet: executive vice
president and CHRO for the entire
Walt Disney Co. (Disney ranked 33rd
on the ​2019 ​Nation’s 100 Largest
Employers​ list​.)
The internal mobility and deep
alignment with the company values
that Parker herself experienced are
among the priorities Disney has for
its entire 200,000-strong employee
population, a workforce that has
seen tremendous changes in recent
years. With a new CEO in the
forecast a few years down the line
and the company about to complete
its largest acquisition to date, the
pace of transformation doesn’t
appear to be letting up.
“This is a place where our HR
leaders are getting to do work in the
next few years that is truly
once-in-a-lifetime,” says Parker.
internally.
Ongoing Evolutions
How Disney’s HR team tackles future
change is largely predicated on an
internal change that was ushered in
just over five years ago. Prior to that
time, HR operations were segmented
by Disney’s business units—a format
that often led to overlap.
“We had different talent-acquisition
practices [among the business
units],” Parker says. “Now, we work
from
common platforms and,
whether you work in the Center of
Excellence or in a business segment,
you have access to the same
information
and
the
same
candidates, which has really helped
us.”
For instance, HR representatives
from the theme-park division would
be at the same MBA-recruiting event
as HR professionals from other
Disney units, like Walt Disney
Studios and ESPN.
“We were competing with ourselves,”
she says. “We had to present Disney
as one company with many
opportunities in order for graduates
to understand that they can have a
very interesting and varied career
path at the Walt Disney Co.”
In 2013, Disney launched its Centers
of Excellence, covering seven HR
focuses,
ranging
from
talent
acquisition to diversity. In what
became known as the AND Model,
each head of HR would maintain his
or her position while also taking the
helm of a Center of Excellence.
Since her background included time
as a head of HR for a business unit,
Parker says, she had the unique
perspective of being able to
understand the individualized HR
needs of the units. The day-to-day of
overseeing the 100,000-plus mostly
frontline and largely unionized
workers in the theme parks and
resorts,
for instance, differed
drastically from the HR needs of the
company’s studio division. However,
commonalities also existed, and
leadership had to carefully consider
both during the centralization.
Talent acquisition is one area that
has seen significant impacts from the
shift. The talent-acquisition center
offers recruiting support across all
divisions, while a single technology
platform was designed to facilitate
online
applications
companywide—demonstrating brand
continuity and showing candidates
the opportunities for internal mobility,
while
streamlining
processes
Being able to continuously evolve
has been key—Parker notes there
have barely been six months without
a change to at least one of the
centers. More than five years
removed from the centralization, she
adds, heads of HR at the business
units are more often suggesting
things they think can be done
commonly, bringing more into the
fold of the Centers of Excellence.
The collaboration demonstrated
through the development of the COE
model mirrors that of another recent
evolution: a strategic reorganization
of the business units announced in
March 2018. The new format
consolidated
direct-to-consumer
services,
technology
and
international media operations into a
single, worldwide business, into
which elements of media networks
and studio entertainment also
moved. Meanwhile, parks and
resorts
and
consumer-products
operations also combined.
The concept was conceived by CEO
Bob Iger, who worked with the
executive team to refine it. When the
move was unveiled, Iger said in a
press statement that the effort aimed
to
strategically
position
“our
businesses for the future, creating a
more effective global framework to
serve
consumers
worldwide,
increase growth and maximize
shareholder value.”
Shortly
after
announcing
the
reorganization, Iger attended a town
hall Parker was hosting, answering
questions
from
global
HR
employees.
“[Iger] wanted the whole HR team
worldwide to hear from the CEO
about his hopes, his dreams and his
objectives for the reorganization,”
Parker says. “Every single person in
the company was in some way
impacted by this organizational
change so, in order for it to be
successful, we felt we needed
everyone at Disney to understand
why this change was necessary and
how it impacted them.”
Change management is nothing new
for a company that has undergone
as many transitions as Disney.
However,
Bill
Capodagli,
management consultant and author
of ​The Disney Way: Harnessing the
Management Secrets of Disney in
Your Company, o
​ bserves there are
certain core values that have always
driven the organization’s work.
In
particular,
he
says,
the
organization
has
upheld “the
underlying values that Walt instilled
in
his
company
decades
ago—innovation, quality, storytelling,
mutual respect and trust. I tell my
clients that, when values are deeply
rooted in a company, they rarely
change; in fact, the organization
changes in order to protect their
values.”
Investing in Employees
That idea is evinced through a highly
impactful employee benefit that
launched last year.
In August, the company announced
the creation of Disney Aspire, a
groundbreaking
education-assistance program open
to its 80,000 hourly workers.
Employees can access a wide range
of degrees and certifications—all
cost-free. With a $150 million
investment in the program’s first five
years, Disney is paying all tuition
upfront and reimbursing employees
for books and other fees. The
educational programs, offered at a
vast network of schools in both
online and in-class formats, do not
need to relate to employees’ current
work at Disney.
Conceived by HR—and quickly
approved by Iger, who proposed
doubling its initial budget—Disney
Aspire was developed with a
long-range focus for employees,
Parker says.
“In reality, all of those 80,000 people
are not always going to work for the
Walt Disney Co., so we can have a
higher
purpose—equipping
our
employees to be successful and
helping them create the futures they
want,” she says.
Disney
partnered
with
Guild
Education to design and operate the
program. Guild CEO Rachel Carlson
says, compared to some companies
the organization works with, which
may only have a handful of key job
titles, Disney’s hundreds of positions
posed a unique but exciting
challenge, as they sought to create
opportunities to suit a range of
interests at all education levels.
“That meant we had to work together
as a team to think about the diverse
needs of that broad employee base,”
Carlson says. The depth and breadth
of the employee population is among
the reasons Disney Aspire is so
comprehensive—employees
can
pursue college and post-grad
degrees, GED, vocational training,
English-language learning and more.
To help students navigate the
complexities of returning to school,
Guild offers personalized coaching
throughout
the
journey—from
selecting a school and program to
filing the application all the way
through to degree completion.
“We believe our coaching model is
paramount to the success” of
participants, Carlson says.
In rolling out the program, Parker
fielded
many
questions
from
employees who thought the initiative
was too good to be true. Once those
notions were dispelled, she says,
she spent many an evening
reviewing reports that contained
firsthand reactions from workers
about Disney Aspire, which she
described
as
an
emotional
experience.
“I’m so proud of the impact this is
having—not necessarily the impact it
will have on the company, but it’s the
impact this will have on our
employees’ lives,” Parker says.
Since Disney Aspire launched, more
than 23,000 eligible employees have
created
accounts,
expressing
interest in taking advantage of the
program.
The first employee to enroll recently
completed a trade certification, and
students have applied to and
enrolled in the entire span of
program offerings. On the college
level, there has been strong
participation in courses focused on
organizational
leadership,
cybersecurity,
business,
communications and finance.
Carlson says the early indicators are
“tremendous.”
“We’ve seen unmatched enthusiasm
amongst Disney employees for this
program,” she says. “We’ll know
we’re successful as we start to see
graduates earn diplomas and
channel their learning into career
advancement
and
increased
economic opportunity—at Disney or
beyond.”
Capodagli says he advises clients
that they can’t attain Disney-caliber
customer service—it consistently
ranks at the top of global lists for
corporate
reputation—without
employee satisfaction. And one of
the best ways to achieve that is by
providing
ongoing
learning
opportunities.
“If you watch a group of 3- or
4-year-olds on the playground, their
joy and excitement for discovering
new things is contagious,” he says.
“In the adult world of work,
continuous learning experiences can
serve to rekindle the exuberance of
youth.”
Education is also at the heart of
another Disney initiative, CODE:
Rosie—which stands for Creating
Opportunities for Diverse Engineers
and is a reference to World War II
icon Rosie the Riveter. Launched in
2016, the program teaches women
across the company how to code,
with no tech background needed.
Participants undergo three months of
education and then a year of
real-world experience. The company
holds the participants’ jobs for them
in case they want to return after
completing the program, though
most decide to funnel into coding
jobs at Disney, Parker says.
Twelve women participated in the
pilot and 20 are enrolled in the
second round, which kicked off in
April.
“People can see a bright future for
themselves, and that’s because of
their relationship with the Walt
Disney Co.,” Parker adds. “That’s
what’s made this possible.”
Looking Forward
The focus on diversity embedded in
CODE: Rosie will continue to be at
the heart of Disney’s work in the
coming years, Parker says.
“In order for us be successful, we
believe our employees have to
reflect the audiences we’re here to
serve, and our audiences are very
diverse,” she says.
To that end, Parker helped the
company achieve gender equality in
its global workforce and appointed
the company’s first chief diversity
officer
in
2011.
The
HR
centralization, she adds, also has
helped the company focus on
diversity in its hiring practices, as
applicant data are more readily
available across the company.
Developing diverse leaders from
within the ranks has also been a
priority, with a range of mentorship
and development programs targeting
high-potentials
for
executive
leadership.
On the leadership front, the company
is facing a significant shift as it
prepares for the 2021 retirement of
Iger, CEO since 2005.
Though Parker didn’t share details of
a timeline for identifying Iger’s
successor, she cites the importance
of
the
company’s
leadership-development focus and
its culture that encourages talent
movement.
“One of Disney’s strengths is
growing talent and helping people
see their career opportunities across
divisions,” Parker says. “Employees
can
make
a
career
that
encompasses incredibly different
experiences, which is motivating
developmentally and is also the
greatest form of stability for future
succession-planning.”
Capodagli predicts a leader with a
long-range focus similar to Iger’s
would be critical to continuity.
“The biggest unknown,” he adds, “is
whether or not Bob’s successor will
follow in his footsteps as a long-term
strategist and values-driven leader.”
Another change coming down the
pike is Disney’s acquisition of 21st
Century Fox. The deal was inked last
summer and received EU regulatory
approval in the fall, at which time Iger
said he was optimistic it will close
before June 2019. It’s the largest
acquisition yet for Disney, which
already has a string of major
acquisitions under its belt: Marvel,
Lucasfilm and BAMTECH Media,
among many others.
“We’re a company where the idea of
looking to expand opportunities for
growth through acquisitions is just
part of our DNA,” Parker says. “We
have created an expertise in HR of
working through what happens
pre-announcement of an acquisition,
after the announcement and—maybe
most important—have developed
expertise in the integration work
that’s required after the close of
these acquisitions.”
Parker says such work requires a
deep understanding of the business
rationale for the acquisition, one that
acknowledges it’s not just motivated
by intellectual property.
“We have to make sure we study the
companies we’re acquiring and
appreciate what’s made them so
successful,” she says. “In doing so,
we can understand what they’ve
done better than we have, learn from
their strengths and apply that to our
businesses.”
Steering the Disney workforce
through to the other side of the
acquisition will be among the tasks
facing HR in the coming years.
Navigating
a
rapidly
shifting
marketplace—for instance, Disney is
gearing up for the launch of its own
streaming service later this year—will
also take center stage, Parker says.
“How and where consumers and
viewers want to be entertained is
changing, and that’s an opportunity
for us in HR to help our business
executives make those shifts, to
make sure we’re the best competitor
in a changing landscape,” Parker
says, noting that, with 30 years at
Disney now in the rearview mirror,
her experience has shown her that
the greatest challenges she faced in
her roles have also been the most
fulfilling experiences. “I’ve had a
chance to do the work I’ve dreamed
of doing.”
End of Chapter Test
Chapter Review.
I.
Identification.​ Identify what is being referred to in each of the following statements.
__________________1. It refers to the actions of individuals and groups in an
organizational context.
__________________2. It is the sum of skills, knowledge, and general attributes of
people in the organization.
__________________3. It is defined as the collection of individuals who work together,
having a coordinated system, towards the attainment of a
common goal
__________________4. These are the outputs of the individuals in the workplace.
__________________5. It relates to the feelings that individuals and groups have about
their work and the workplace.
II.
Essay. ​Briefly discuss the common features of an organization in not more than 8
sentences. Cite some examples. (Items No. 6-15)
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Short Case Study.
Organizational Behavior Case: ​Conceptual Model: Dream or Reality? ​(Luthans, 2012, p.30)
Hank James has been section head for the accounting group at Yake Company for 14
years. His boss, Mary Stein, feels that Hank is about ready to be moved up to the corporate
finance staff, but it is company policy to send people like Hank to the University Executive
Development Program before such a promotion is made. Hank has enrolled in the program; one
of the first parts deals with organizational behavior. Hank felt that after 14 years of managing
people, this would be a snap. However, during the discussion on organizational behavior, the
professor made some comments that really bothered Hank.
The professor said:Most managers know their functional specialty but do a lousy job of
managing their people. One of the problems is that just because managers have a lot of
experience with people, they think they are experts. The fact is that behavioral scientists are just
beginning to understand human behavior. In addition, to effectively manage people, we also
have to somehow be able to better predict and control organizational behavior. Some models
are now developed and research is accumulating that we hope will help the manager better
understand, predict, and manage organi- zational behavior.
Hank is upset by the fact that his professor apparently discounts the value of experience
in managing people, and he cannot see how a conceptual framework that some professor
dreamed up and some esoteric research can help him manage people better.
1. Do you think Hank is justified in his concerns after hearing the professor? What role can
experience play in managing people?
2. What is the purpose of conceptual frameworks such as those presented in this chapter? How
would you weigh the relative value of studying theories and research findings versus
“school-of-hard-knocks” experience for the effective management of people?
3. Using the conceptual framework presented in the chapter, how would you explain to Hank
that this could help him better manage people in his organization?
References
Books
Black, S., Gardner, D. G., Pierce, J. L., & Steers, R. (2019). ​Organizational Behavior​.
OpenStax Rice University.
George, J. M., & Jones, G. R. (2012). Understanding and Managing Organizational
Behavior (6th ed.). Pearson Education Inc.
Hitt, M. A., Miller, C. C., Colella, A., & Triana, M. (2017). ​Organizational Behavior (5th
ed.). Wiley Global Education
Hitt, M. A., Miller, C. C., and Colella, A. (2012). ​Organizational Behavior (3rd ed.). Wiley
Global Education
Luthans, F. (2010). ​Organizational Behavior​(12th ed.). McGraw-Hill Education.
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