CH 1 Flashcards
What is Organizational Behavior?
Study of what people think feel and do in and around organizations.
Oragnizations
Groups of people wo work interdependently toward some purpose.
3 reasons OB is important
- comprehend and predict workplace events
- Adopt more accurate personal theories
- Influence organizational events
Globalization
ec, social, and cultural connectivity with people in other parts of the world
telecommunte
work from home: 37%
Surface-level diversity
Observable demographic or physiological differences in people (race/gender/age/disabilities)
deep-level diversity
differences in the psy. characteristics of employees (personalities, beliefs, values and attitudes)
evidence based management
the practice of making decisions and taking actions based on research evidence.
Anchors of OB knowledge
systematic research, multidisciplinary, contingency, multiple layers of analysis
systematic research anchor
study organizations using systematic research methods
multidisciplinary anchor
import knowledge from other disciplines, not just create its own
contingency anchor
recognize that the effectiveness of an action may depend on the situation
multiple levels of alalysis anchor
understand OB events from three levels of analysis: individual, team, organization
organizational effectiveness
broad concept represented by several perspectives, including the organization’s fit with the external environment, internal subsystems configuration for high performance, emphasis on organizational learning, and ability to satisfy the needs of stakeholders.
best measure of effectiveness
composite of: open systems, org learning, high-performance work practices, and stakeholders
open systems
a perspective that holds that organizations depend on the external environment for resources, affect that environment through their output, and consist of internal subsystems that transform inputs to outputs
Organization-Environment fit
Adapt to the environment, influence the environment, move to a more favorable environment
Effective Transformation process
effective at converting inputs to outputs (high efficiency) and adaptability and coordination
organizational learning
a perspective that holds that organizational effectiveness depends on the organization’s capacity to acquire, share, use and store valuable knowledge.
types of intellectual capital
Human, Structural, relationship
Human capital
knowledge skills and abilities employees carry around in their heads
structural capital
knowledge that remains after people leave
relationship capital
relationship with customers, goodwill, brand etc
Organizational Learning Processes
Acquiring Knowledge, Sharing Knowledge, Using Knowledge, Storing Knowledge
Acquiring Knowledge
bringing in knowledge from the environment and from discovery.
Sharing Knowledge
distributing knowledge throughout the organization (formal and informal communication/inhouse learning.
Using Knowledge
know. is a comp adv ONLY WHEN IT IS USED and applied to organizational processes, autonomy helps,
Learning Orientation
Beliefs and norms that support the acquisition, sharing, and use of knowledge as well as work conditions that nurture these learning processes.
storing knowledge
organizational memory: employees need to know where to store and find knowledge
high-performance work practices (HPWPs)
a perspective that holds that effective organizations incorporate several workplace practices that leverage the potential of human capital
why are HPWPs good?
- increase employee skills and knowledge. 2. tend to adapt better to rapidly changing environments 3. Strengthen employee bonds resulting in higher effort.
Stakeholders
Individuals, groups and other entities that affect, or are affected by, the org.’s objectives and actions.
values
relatively stable, evaluative beliefs that guide a person’s preferences for outcomes or courses of action in a variety of situations.
ethics
the study of moral principles or values that determine weather actions are right or wrong and outcomes are good or bad.
CSR
Corp. Soc. Resp. organizational activities intended to benefit society and the environment beyond the firm’s immediate financial interests or legal obligations.
exhibit 1.7
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