Organizational Behavior – Study & OA Control Center

Connect people, culture, motivation, leadership, and change so performance questions feel intuitive instead of theoretical.

OA-Focused Scenarios

People & Culture Heavy

Est. 1–2 Weeks w/ Daily Study

VR&E Full-Time Friendly

COURSE SNAPSHOT

What Organizational Behavior Wants You to Prove

By OA time, you should be able to read a scenario and quickly identify:

Which OB concept is really being tested (motivation, leadership, conflict, culture, etc.)
Which model applies (Maslow vs. Herzberg vs. Vroom vs. equity, etc.)
What the manager should do next, and why
How structure, culture, and people systems interact in real organizations

Use this dashboard like this:

Review domains & models (Overview + Models sections)
Drill flashcards until terms feel “obvious” in scenarios
Use Practice Quiz in Test Mode to mimic OA conditions
Check off tasks → hit WGU pre-assessment → OA

PROGRESS TRACKER

OB Task Checklist

Check things off as you master them. This stays in your browser only.

Overall Progress

DOMAINS

Core OB Domains (Typical OA Structure)

Exact naming can vary by course code, but these buckets keep you aligned with WGU-style content.

Domain 1 – Individual Behavior & Differences
Personality, values, attitudes, perception, decision making, learning, emotions.
Domain 2 – Motivation
Needs theories (Maslow, Alderfer, McClelland), Herzberg, equity, expectancy, goal setting, reinforcement.
Domain 3 – Groups & Teams
Group development, norms, roles, cohesion, social loafing, effective team behaviors.
Domain 4 – Leadership, Power & Communication
Trait vs. behavioral models, contingency theories, transformational leadership, power bases, influence tactics, communication.
Domain 5 – Conflict, Stress, Culture & Change
Conflict types/styles, negotiation, stress & coping, organizational culture, change models, resistance.

TINY PLAN

10-Day OB Sprint Plan

Adjust pacing if VR&E load or life is heavier that week.

Day 1: Syllabus + Domain 1 – personality, values, perception.
Day 2: Domain 1 – attitudes, job satisfaction, decision making.
Day 3: Domain 2 – needs-based motivation theories.
Day 4: Domain 2 – expectancy, equity, reinforcement, goals.
Day 5: Domain 3 – teams, norms, stages, and team problems.
Day 6: Domain 4 – leadership theories, power, influence, communication.
Day 7: Domain 5 – conflict, negotiation, stress, coping.
Day 8: Domain 5 – culture, change models, resistance.
Day 9: WGU pre-assessment, log weak objectives, target review.
Day 10: Light pass with flashcards + quiz, then OA.

FLASHCARDS

Core OB Concepts Drill

Tap card to flip. Study concepts, not just definitions. Domain:

Term

Loading…

Card 1 of 1

PRACTICE QUIZ

Mini OB Scenario Check

Loading question…

PRACTICE QUIZ

OA-Style Organizational Behavior Scenarios

Use Test Mode here: answer based on what you remember without flipping to models or flashcards first.

Loading question…

MODELS

Motivation & Leadership Frameworks

Maslow’s Hierarchy of Needs

Levels (low → high): Physiological → Safety → Social/Belonging → Esteem → Self-Actualization.

OA Angle: Identify which need is primarily frustrated in a scenario and choose the response that supports that need.

Herzberg’s Two-Factor Theory

Hygiene factors: pay, policies, conditions – prevent dissatisfaction but don’t create motivation.
Motivators: achievement, recognition, the work itself, responsibility, growth – create true satisfaction.

OA Angle: If the issue is “no recognition / no challenge” → motivators. If it’s “pay / policies” → hygiene.

Expectancy Theory (Vroom)

Motivation = Expectancy × Instrumentality × Valence
• Expectancy: Effort → Performance? (Can I do it?)
• Instrumentality: Performance → Outcome? (Will I be rewarded?)
• Valence: Do I value the outcome?

OA Angle: Identify which link is broken and fix that in the answer.

Equity Theory

People compare their input–outcome ratio to others. Perceived unfairness → tension → attempt to restore equity (change inputs, outcomes, or leave).

OA Angle: Look for words like “unfair, same work, different pay” and choose responses that improve perceived fairness.

MORE MODELS

Teams, Culture & Change Frameworks

Tuckman’s Stages of Group Development

Forming → Storming → Norming → Performing (→ Adjourning).

OA Angle: Storming ≈ conflict and testing; Norming ≈ cohesion and established norms; Performing ≈ high productivity.

Types of Organizational Culture

Often summarized as:
• Clan (family-like, collaboration)
• Adhocracy (innovation, flexibility)
• Market (competition, results)
• Hierarchy (rules, stability)

OA Angle: Match the described environment to the right culture type.

Lewin’s Change Model

Unfreeze → Change → Refreeze
• Unfreeze: create awareness and readiness.
• Change: implement new behaviors, processes.
• Refreeze: institutionalize and reinforce.

OA Angle: Identify which stage needs attention in the scenario (e.g., why resistance is happening).

Conflict Styles (Thomas–Kilmann)

Competing, Collaborating, Compromising, Avoiding, Accommodating.
OA Angle: Collaboration is win–win for important issues; avoidance might be chosen for trivial or temporary issues.