This paper deals with the study of the organizational behavior of the personnel of the Far Eastern University, Institute of Accounts, Business and Finance (IABF).The personnel covered in this study are the Dean, IABF Support Staff, IABF Academic Managers and faculty members. The organization’s structure in the Institute of Accounts, Business and Finance (IABF) of Far Eastern University contributes to explaining and predicting behavior. In addition to individual and group factors, it is worthy to consider that the structural relationship in which people work has a bearing on employee attitudes and behavior.Motivation of personnel of Far Eastern University, Institute of Accounts, Business & Finance will be analyzed using theories such as Herzberg Two-Factor Theory, Hierarchy of Needs, Theory X and Theory Y and McClelland’s Theory of Needs. A structured survey will be utilized to gather information.The foundation of group behavior and understanding work teams are further described and analyzed based on available data as provided by the Institute and unstructured interviews from Academic Managers and the Dean of IABF. Leadership styles are further analyzed using the concepts presented by John Maxwell. As assessed from the individual behaviors, the proponent recommends the following for the personnel of Far Eastern University Institute of Accounts, Business and Finance:1. The Dean may encourage the male ages 21-35 in IABF to participate or lead in the exciting activities and existing committees in IABF. Since the male employees ages 21-35 in IABF are dominated by the need for achievement under the McClelland’s Theory of Needs, it is worth considering the possibility that their active participation in the activities and existing committees in IABF might improve the academic standing of the Institute. 2. The Dean should come up with more interesting activities and projects for the enhancement of the skills and personality of the IABF Staff. In addition, the members of the IABF Staff should be encouraged to attend seminars that will hone their human resources and leadership skills. Finally, the IABF Staff should also be as involved as the IABF Faculty members in participating in IABF committees or special projects. Making the IABF Staff involved in activities the same as the faculty members will help them eventually acquire a sense of responsibility and self-fulfillment.3. Employees of IABF ages 36-50 are dominated by the Need for Affiliation under the McClelland’s Theory of Needs. It may be deduced that friendly, cooperative coworkers or team members are a modest source of job satisfaction to such individual employees. Attention should be made in making work and teaching environment in IABF more exciting and fulfilling so that it can maximize the job satisfaction of personnel in IABF. 4. Facilities in the Institute (i.e. IABF Consultation Room, IABF Dean’s Office, IABF Coordinator’s Room and IABF Faculty Room) should be well-maintained and well-taken cared off all the time. We cannot do away with good facilities and working conditions in improving the motivation factors of the IABF female employees ages 36-50.In assessing the group and organizational behavior of IABF, the proponent recommends the following:1. Top management should undergo serious strategic planning workshop to be able to have a semblance of corporate planning anchored on the essence of good governance.2. Greater transparency in all academic as well as non-academic transactions to ensure the “best value for money” in all strategic business units.3. The entire community must nurture creativity to be able to seriously undertake quality and innovation initiatives which are important for the development of the organization and achievement of desired goals.4. Top management should have a meritocracy-based revamp to be able to promote young blood into major policy-making positions.