levels of motivation and performance in followers. The idea of charismatic leadership is part of transformational leadership theory. In behavioural modification, the leader's reward power (ability to give or withhold reward and punishment) is the focus and the importance of giving contingent (vs non-contingent) rewards is emphasized. Managerial roles In the late 1960s Henry Mintzberg, a graduate student at MIT, carefully studied the activities of five executives. On the basis of his observations, Mintzberg arrived at three categories that subsume managerial roles: interpersonal roles, decisional roles, and informational roles. Motivation Retaining talented and successful employees is a key factor for a company to maintain a competitive advantage. An environment where people can use their talent effectively can help motivate even the most smart, hard-working, difficult individuals. Building great people relies on engagement through motivation and behavioral practices (O'Reilly, C., and Pfeffer, J., 2000). Baron and Greenberg (2008) wrote that motivation involves "the set of processes that arouse, direct, and maintain human behavior toward attaining some goal." There are several different theories of motivation relevant to OB, including equity theory, expectancy theory, Maslow's hierarchy of needs, incentive theory, organizational justice theory, Herzberg's two-factor theory, and Theory X and Theory Y. Public Relations Public relations is the practice of managing the communication between the public and the organization, therefore public relations is also related to organizational behavior. National culture National culture is thought to affect the behavior of individuals in organizations. This idea is exemplified by Hofstede's cultural dimensions theory. Hofstede surveyed a large number of cultures and identified six dimensions of national cultures that influence the behavior of individuals in organizations. These dimensions include power distance, individualism vs. collectivism, uncertainty avoidance, masculinity vs. femininity, long-term orientation vs. short term orientation, and indulgence vs. restraint. Organizational citizenship behavior Organizational citizenship behavior is behavior that goes beyond assigned tasks and contributes to the well-being of organizations. Organizational culture Organizational culture reflects the values and behaviors that are commonly observed in an organization. Investigators who pursue this line of research assume that organizations can be characterized by cultural dimensions such as beliefs, values, rituals, symbols, and so forth. Researchers have developed models for understanding an organization's culture or developed typologies of organizational culture. Edgar Schein developed a model for understanding organizational culture. He identified three levels of organizational culture: (a) artifacts and behaviors, (b) espoused values, and (c) shared basic assumptions. Specific cultures have