Chapter 1 - The dynamics Of people And orginazations

Question 1

Organizational behavior

Answer 1

Organizational behavior is the systematic study and careful application of knowledge about how people, as individuals and as groups, act within organizations.

Question 2

Goals of organizational behavior

Answer 2

The four goals of organizational behavior or to describe, to understand, predicting, and control.

Question 3

Describe (Goal)

Answer 3

Achieving the goal of describing allows managers to communicate about human behavior at work using a common language

Question 4

Understand (Goal)

Answer 4

Achieving the goal of understanding allows managers understand why people behave as they do and the underlying reasons behind those actions.

Question 5

Predicting (Goal)

Answer 5

Achieving predicting allows managers to predict future employee behavior. Ideally this allows the capacity predict which employees may be dedicated or productive and which might be absent or tardy.

Question 6

Control (Goal)

Answer 6

Achieving control allows a manager to oversee and maximize the results of themselves and their employees.

Question 7

Forces

Answer 7

A set of four forces affect the nature of organizations today. These forces are people, structure, technology, and environment.

Question 8

Structure (Force)

Answer 8

Structure is the way in which the different jobs required to accomplish in organizations activities are related and organized.

Question 9

Technology (Force)

Answer 9

Technology provides resources with which people working to fix the tasks they perform. There is great benefit of technology as it allows people to do more and better work, but also changes the way in which work can be done.

Question 10

Diversity

Answer 10

Employees bring a wide array of educational backgrounds, talents, and perspectives to their jobs

Question 11

People (Force)

Answer 11

People make up the internal social system of the organization. That system consist of individuals and groups, and large groups as well as small ones.

Question 12

Environment (Force)

Answer 12

Environments can be internal or external. Environment can include the government, the family, and other organizations.

Question 13

Theories

Answer 13

Theories offer exclamation of how and why people think, feel, and act as they do. They also identify important variables and link them to form propositions that can be tested through research.

Question 14

Research

Answer 14

Research is the process of gathering interpreting relevant evidence that leave a support or change a theory

Question 15

Practice

Answer 15

Practice is the conscientious application of conceptual models and research in order to improve performance at work.

Question 16

Evidence based management

Answer 16

Evidence based management ask managers to set aside some the things they think they know parentheses conventional wisdom parentheses and become totally committed to collection of facts to implement.

Question 17

Desire for involvement

Answer 17

Many employees today are actively seeking opportunities at work to become involved in relevant decisions. This can be achieved through employee empowerment

Question 18

Value of the person

Answer 18

Will deserve to be treated differently from other factors of production (land, capital, technology)

Question 19

Social systems

Answer 19

Because organizations have social systems they are governed by social laws as well as psychological lots. People’s behavior is influenced by their group as well as their individual drive. Two types of social systems exist side-by-side in organizations, one is formal, and the other is informal

Question 20

Mutual interest

Answer 20

Organizations a people and people need organizations and are formed to maintain on the basis of some of mutuality of interest. Managers need employees to help them reach objectives, people need organizations to reach their objectives

Question 21

Ethics

Answer 21

If an organizations goals and actions are ethical it’s more likely that the individual, organization, and social objectives will be met. People find more satisfaction work with those cooperation and teamwork.

Question 22

Human Resources Approach

Supportive Approach

Answer 22

This approach is concerned with the growth and development people towards Harlem competency, creativity, and fulfillment. It assumes expensive capabilities and opportunities for people will be directly to improvements and operating effectiveness and work satisfaction.

Question 23

Contingency approach

Answer 23

Contingency approach believes that different situations require different behavioral practices for greatest effectiveness.

Question 24

Results oriented approach

Answer 24

And a results oriented approach the dominant goal is to be as productive and efficient as possible

Question 25

Productivity

Answer 25

Productivity, at its simplest, is a ratio that compares units of output with units of input, often against a predetermined standard

Question 26

A formula

Answer 26

• Knowledge X skill = ability
• Attitude X situation = motivation
• Ability X motivation = potential human performance
• potential performance X resources X opportunity = organizational results

Question 27

First fundamental element of the systems approach

Answer 27

Many variables operate within the complex social system

Question 28

Second fundamental rule of a systems approach

Answer 28

The parts of a system are interdependent and casually related

Question 29

The third rule of a systems approach

Answer 29

Many subsystems are contained with in larger systems

Question 30

Fourth rule of a systems approach

Answer 30

Systems generally require inputs, engage in some dynamic process, and produce outputs

Question 31

Fifth rule of a systems approach

Answer 31

The input process output mechanism is self-sustaining, and uses Feedback to adjust itself the changes in the environment so as to achieve some equilibrium

Question 32

Sixth rule of the systems approach

Answer 32

Systems may produce both positive and negative results

Question 33

Seventh rule of a systems approach

Answer 33

Systems often produce both intended and unintended consequences

Question 34

Eight through all of the systems approach

Answer 34

The consequences of systems should be examined on both the short term and long term bias

Question 35

Ninth rule of a systems approach

Answer 35

Often multiple ways can be used to achieve a desired objective

Question 36

10th rule of a systems approach

Answer 36

Systems can be understood, changed, and managed if members focus on problem causes instead of symptoms

Question 37

Cost-benefit analysis

Answer 37

When conducting a cost-benefit analysis you start with the proposed organizational behavior actions, list potential costs and potential benefits, compare both potential costs and benefits and then decide if it is the right course

Question 38

The three major limitations of organizational behavior

Answer 38

The three limitations are; behavioral bias, the log to mention returns, unethical manipulation of people.

Question 39

Behavioral bias

Answer 39

Behavioral bias is when people are so concerned with care for their employees that they ignore the needs of people as consumers or organizational outputs.

Question 40

The law of diminishing returns

Answer 40

The lotto machine returns states that at some point, increases of a desirable practice produce declining returns, eventually zero returns.

Question 41

Unethical manipulation of people

Answer 41

People who lack respect for basic dignity of human being could learn organizational behavior ideas and use what they know about motivational communication to manipulate without regard for human welfare

Question 42

Ethical leadership

Answer 42

Ethical leadership include social responsibility, open communication, and cost-benefit analysis.

Question 43

Social responsibility

Answer 43

Responsibility to others arises whenever people have power in an organization

Question 44

Open communication

Answer 44

The organization will operate as a two-way open system, with open receipt of inputs from people at open disclosure of its operations to them

Question 45

Quick fix

Answer 45

Businesses often search for a quick fix which sometimes leads managers to embrace the newest fad, to address the symptoms while neglecting the underlying problems, or to fragment their efforts within the firm.

Question 46

Varying environments

Answer 46

A challenge that confronts organizational behavior is to see whether the ideas that have been developed and tested will endure with equal success under new conditions

Question 47

Definitional confusion

Answer 47

Because organizational behavior is a relatively new discipline it can I have some difficulty emerging as a clearly defined field of study an application