Organizational Behavior Quotes & Sayings

Do you want to resolve a conflict successfully? Don't wait, start a conversation. — Eraldo Banovac

By comparison, the Integrated Human model of human nature, in addition to the two elements of our previous model, includes: A conscious analytic system, known as the slow brain (where logic resides) A subconscious intuitive system, or fast brain The full range of motivational drives (of which the drive to acquire is only one) Basic ideas of moral behavior, or moral intuitions Distinguishing characteristics, or personality traits Together, these elements of our nature provide all of the fundamental functions necessary for living life as a complete, Integrated Human - and they are the springboard for the development of leadership character. As our research data has shown, the ability to leverage all of these areas influence leadership's ability to achieve positive organizational outcomes. — Fred Kiel

I'm the ultimate organizer! My major at Stanford was "Organizational Behavior" so I love to multi-task and stay extra busy. — Gretchen Carlson

Chris Argyris criticized "good communication that blocks learning," arguing that formal communication mechanisms like focus groups and organizational surveys in effect give employees mechanisms for letting management know what they think without taking any responsibility for problems and their role in doing something about them. These mechanisms fail because "they do not get people to reflect on their own work and behavior. They do not encourage individual accountability. — Peter M. Senge

However, in part for reasons of organizational
convenience, modern societies are structured as if all humans had the same sleep requirements; and in many parts of the world there is a satisfying sense of moral rectitude in rising early. The amount of sleep required for buffer dumping would then depend on how much we have both thought and experienced since the last sleep period. — Carl Sagan

Good units walk a thin line between indiscipline and ineffectiveness. Ignore the rules too often and you've got a mob, but enforce the rules too strictly and you've got a herd. — Henry V. O'Neil

Regarding quality, the following rule is very important: do each activity right at the first time with the aim of saving money and time. Regardless of the process under consideration, the activities that were carried out badly may cause repetitions with considerable additional costs. — Eraldo Banovac

Truth be told, nobody thought Dell's direct business model would work, at least back in the early 90s. As Bill Sharpe, head of the advertising agency that held the Dell Canada account from 1996 to 2006, told me, "I had a business partner in California who said, we have a client, Dell. It sells computers over the phone, and ships them to you. I said, 'There's no way, who's gonna buy a computer over the phone? They're complicated. — Heather Simmons

A good systems thinker, particularly in an organizational setting, is someone who can see four levels operating simultaneously: events, patterns of behavior, systems, and mental models. — Art Kleiner

Knowing that an asteroid is going to hit the earth is not really useful if you are not planning to launch missiles to knock it out of the sky. You have to work massively overtime on the belief that innovation or massive change is going to happen.' - Tom Martin, former VP of marketing — Heather Simmons

Most regular, two-year MBA programs provide both experience and the capacity to link together the essential elements of management such as finance, marketing, organizational behavior, and operations. — Warren Bennis

In order to produce generalist courses, business school professors have been forced to invent subjects called strategy, called organizational behavior and so on. — Matthew Stewart

In Business School they taught us about cash flow, not about corporate politics; about return on equity, not about egos and pride. Oh, there were optional courses on 'Organizational Behavior' and 'Managerial Skills,' but these were a little too bloodless to convey what I learned on the job. — Mary Cunningham Agee

In an organizational culture where respect and the dignity of individuals are held as the highest values, shame and blame don't work as management styles. There is no leading by fear. Empathy is a valued asset, accountability is an expectation rather than an exception, and the primal human need for belonging is not used as leverage and social control. We can't control the behavior of individuals; however, we can cultivate organizational cultures where behaviors are not tolerated and people are held accountable for protecting what matters most: human beings. We — Brene Brown