Organizational behavior, defined

Operationally, organizational culture is defined as a set of shared philosophies, ideologies, values, beliefs, expectations, attitudes, assumptions, and norms (Mitroff and Kilmann 1984). Cultural norms are the set of unwritten rules that guide behavior (Jackson 1960). Use of this concept allows the capturing of those dimensions of organizational life that may not be visible in the more rational and mechanical aspects of the organization. 

There are defined paths of accelerated change to learn from, and many of them are based on mentoring behavior, socialization of champions, and organizational engagement (Caldwell, 1995). A model can help. There are many to choose from. 

Commitment in the workplace is one of the central constructs in the behavior of organizational members. Commitment, defined as "a force that hinds an individual to a course of action that is of relevance to a particular target [Meyer and Herscovitch 2001, p. 301], has been found to be positively associated with outcomes beneficial to the organization such as job performance and citizenship behavior [Meyer et al. 2002],... 

Competencies can also be discussed with regard to teams and organizations. Team competencies have been defined as what team members need to know, how they need to behave, and what attitudes they need to hold (Salas, 2005) and are typically expressed as the knowledge, skills, and attitudes (KSAs) required for efficient task performance. Organizational competencies are defined as the things that organisations are best at (Whiddett and Hollyforde, 2007, p. 8) and refer to technical competencies rather than behavioral ones. 

Organizational culture means the shared, often unconscious values, attitudes, standards, and assumptions that govern behavior, especially in situations that lack clearly defined rules and procedures. Organizational culture is the driving values of the organization—"the way things... 

Furthermore, and perhaps more important, a leader sets organizational direction implicitly—without ever saying a word—by the signals her colleagues receive about her emotional and physical reactions to situations and from her decisions, behaviors, and leadership style. These nonverbal responses define the tone at the top as much as any overt, intentional action, and this tone quickly permeates the organization and establishes the feel of its culture. Haberdashers speak of the "hand" of a fine silk tie—i.e., the fabric s distinctive texture and firmness. Analogously, the culture of the organization stems from the feel of the fabric of relationships modeled by leadership behavior. 

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