Chapter 1 - The dynamics Of people And orginazations Flashcards
Organizational behavior
Organizational behavior is the systematic study and careful application of knowledge about how people, as individuals and as groups, act within organizations.
Goals of organizational behavior
The four goals of organizational behavior or to describe, to understand, predicting, and control.
Describe (Goal)
Achieving the goal of describing allows managers to communicate about human behavior at work using a common language
Understand (Goal)
Achieving the goal of understanding allows managers understand why people behave as they do and the underlying reasons behind those actions.
Predicting (Goal)
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.
Control (Goal)
Achieving control allows a manager to oversee and maximize the results of themselves and their employees.
Forces
A set of four forces affect the nature of organizations today. These forces are people, structure, technology, and environment.
Structure (Force)
Structure is the way in which the different jobs required to accomplish in organizations activities are related and organized.
Technology (Force)
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.
Diversity
Employees bring a wide array of educational backgrounds, talents, and perspectives to their jobs
People (Force)
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.
Environment (Force)
Environments can be internal or external. Environment can include the government, the family, and other organizations.
Theories
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.
Research
Research is the process of gathering interpreting relevant evidence that leave a support or change a theory
Practice
Practice is the conscientious application of conceptual models and research in order to improve performance at work.
Evidence based management
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.
Desire for involvement
Many employees today are actively seeking opportunities at work to become involved in relevant decisions. This can be achieved through employee empowerment
Value of the person
Will deserve to be treated differently from other factors of production (land, capital, technology)
Social systems
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
Mutual interest
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
Ethics
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.
Human Resources Approach
Supportive Approach
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.
Contingency approach
Contingency approach believes that different situations require different behavioral practices for greatest effectiveness.
Results oriented approach
And a results oriented approach the dominant goal is to be as productive and efficient as possible
Productivity
Productivity, at its simplest, is a ratio that compares units of output with units of input, often against a predetermined standard
A formula
- Knowledge X skill = ability
- Attitude X situation = motivation
- Ability X motivation = potential human performance
- potential performance X resources X opportunity = organizational results
First fundamental element of the systems approach
Many variables operate within the complex social system
Second fundamental rule of a systems approach
The parts of a system are interdependent and casually related
The third rule of a systems approach
Many subsystems are contained with in larger systems
Fourth rule of a systems approach
Systems generally require inputs, engage in some dynamic process, and produce outputs
Fifth rule of a systems approach
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
Sixth rule of the systems approach
Systems may produce both positive and negative results
Seventh rule of a systems approach
Systems often produce both intended and unintended consequences
Eight through all of the systems approach
The consequences of systems should be examined on both the short term and long term bias
Ninth rule of a systems approach
Often multiple ways can be used to achieve a desired objective
10th rule of a systems approach
Systems can be understood, changed, and managed if members focus on problem causes instead of symptoms
Cost-benefit analysis
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
The three major limitations of organizational behavior
The three limitations are; behavioral bias, the log to mention returns, unethical manipulation of people.
Behavioral bias
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.
The law of diminishing returns
The lotto machine returns states that at some point, increases of a desirable practice produce declining returns, eventually zero returns.
Unethical manipulation of people
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
Ethical leadership
Ethical leadership include social responsibility, open communication, and cost-benefit analysis.
Social responsibility
Responsibility to others arises whenever people have power in an organization
Open communication
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
Quick fix
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.
Varying environments
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
Definitional confusion
Because organizational behavior is a relatively new discipline it can I have some difficulty emerging as a clearly defined field of study an application
