Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

WOP & SP DTI > Chapter 1 WOP > Flashcards

Chapter 1 WOP Flashcards

1
Q

organizational behaviour

A

the study of what people think, feel and do in and around organizations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

organizations =

A

groeps of people who work interdependently toward some purpose

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

3 levels of analysis of organizational behaviour

A

individual, tema/interpersonal, organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

organization 2 aspects

A
  • people who work together in an organized way
  • members have a collective sense of purpose
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

OB wanneer ontstaan

A

bestaat al lang, maar pas een organized discipline sinds WW2

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

why OB is important for you

A
  • personal success in organizations
  • better personal theories to predict and influence organizational events
  • organizational behaviour is for everyone (everyone is a manager)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

organizational effectiveness

A

the ultimate dependent variable

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

when are organizations effective?

A
  • when they have a good fit with their external environment
  • when they effectively transform inputs to outputs through human capital
  • when they satisfy the needs of key stakeholders
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

organizations as open systems

A

organizations are complex organisms that depend on and interact with their environment. it is a permeable relationship.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

closed systems

A

operate without dependence or interaction with an external environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

where do organizations get resources

A

from external environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

where does an organization consist of

A

numerous subsystems, that transform the incoming resources to output

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

what do organizations receive

A

feedback: about availability of resources, quality/appropriateness of transformation and the value of their outputs.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

organization is effective when.. (1 reden)

A

they have a good fit with their external environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

what does good fit w/ external environment mean

A

organizations input, processes and output are aligned with the resources available in the external environemnt and with the needs and expectations of that environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

human capital

A

knowledge, skills, creativity and abilities that employees bring to a company.
Most important ingredient for transforming inputs to outputs!

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

enhancing organizational effectiveness via human capital (3 ways)

A
  • developing employee skills and knowledge: directly improves their performance
  • companies with superior human capital adapt quickly to a changing environment
  • developing human capital -> investing and rewarding work -> employees more motivation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

stakeholders wie?

A

customers, government, social groups, suppliers, stockholders, interested groups

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

values

A

stable, evaluative beliefs that guide our preferences for outcomes or coarses of action in a variety of situations.
(in organization: influences the way that organizations invest)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

corporate social responsibility (CSR)

A

organizational activities intended to benefit society and the environment beyond the firm’s immediate financial interests or legal obligations.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

triple-bottom-line philosophy

A

hoort bij corporate social responsibility.
aim to survive and be profitable in the marketplace (economic) but also improve situations for society (social) and environment.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

anchors of organizational behaviour knowledge

A
  • systematic research anchor: gebaseerd op research
  • practical orientation anchor: het moet behulpzaam zijn voor organizations
  • multidisciplinary anchor: import knowledge from other disciplines, do not just create your own
  • contingency anchor: not every action will be applicable in every situation
  • multiple levels of analysis anchor: individual/team/organization
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

evidence based management

A

making decisions based on scientific research

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

waarom is evidence based management lastig

A
  • teveel informatie, wat is gebaseerd op research?
  • OB research is altijd generic: dus wat in welke specifieke situatie gebruiken?
  • sources of fads are rewarded for marketing their ideas, not for testing whether they work
  • perceptual errors and bias
25
Q

more evidence based organizations (4 manieren)

A
  • ignore the hype
  • letten op collective evidence ipv gurus
  • rely on systematic research with large samples
  • take a neutral stance towards popular trends and ideologies
26
Q

the 4 most significant changes in the workplace due to globalization etc

A
  • diversity/inclusive workspace
  • work-life integration
  • remote work
  • employee relationships
27
Q

diversity on 2 levels

A
  • individual level (= allow all people to feel safe)
  • collective level (= give diversities a voice through formal structures)
28
Q

surface level diversity

A

observable and overt demographic differences

29
Q

deep level diversity

A

differences in personality, beliefs, attitude etc

30
Q

positive consequences of diversity

A

better decisions
attitudes
team performance

31
Q

negative consequences of diversity

A

take longer to perform effectively together due to communication problems
conflicts

maar.. na een lange tijd zeker waard om meer divers te zijn. alleen het begin kan wat stroever lopen

32
Q

work-life integration

A

the process of combining parts of your personal life with your career or professional life. It involves giving yourself the flexibility to choose how to manage your time to work and have personal time simultaneously.

  • the degree to which people are effectively engaged with work and nonwork roles, with low conflict.
33
Q

work-life conflict

A

als de ene meer tijd in beslag neemt of de ander ondermijnt

34
Q

work-life integration (4 dingen)

A
  1. combine 2+ roles (walk during meeting)
  2. flexible work
  3. ensure all work and nonwork roles are alligned with your personality
  4. set boundaries
35
Q

advantages and disadvantage of remote work

A
  • better work-life integration
  • but not better work life integration if no privacy / safe workspace at home
36
Q

those who work effectively from home have..

A

higher motivation
self motivation
autonomy
IT skills

37
Q

jobs suited for remote work

A
  • tasks do not require resources from workspace
  • work is independently
  • performance is measurable
38
Q

direct vs indirect employee relationships

A

direct: gewoon vast contract, full time
indirect: flex, agency, temporary

39
Q

contract work

A

free lance

40
Q

Advantage of direct

A

higher quality, innovation, agility, individuals self-concept

41
Q

advantage of indirect

A

increase employee performance under some circumstances

42
Q

disadvantage of indirect

A

lower job satisfaction, less commitment of permanent employees door hun, no role stability

43
Q

advantage of contract

A

similar job satisfaction as direct

44
Q

disadvantage of contract

A

no role stability

45
Q

wat gebeurt erbij direct mixed w/ indirect of contract

A

minder social network -> less info sharing, managers have ambiguious roles (want die mensen zijn technisch gezien niet hun werkers)

46
Q

waar staat MARS voor

A

motivation
ability
role perception
situational factors

(als er eentje laag is = poor productivity)

47
Q

welke zijn internal en welke external

A

internal: MAR
external: S

48
Q

MARS model individual characteristics

A

personality
perceptions
stress
self-concept
emotions and attitude
values

49
Q

MARS model verder na individual

A

motivation, ability, role perception + situational factors -> behaviour and results

50
Q

MARS model behaviour and results

A

taks performance, organizational citizenship, counterproductive work behaviours, joining/staying with the company, maintaining attendance.

51
Q

motivation

A

forces in a person that affect their direction, intensity, and persistence of effort for voluntary behaviour.

52
Q

3 aspecten van motivation uitgelegd

A
  • direction: wat voor doel hebben ze?
  • intensity: hoeveel effort stoppen ze hierin?
  • persistance: hoelang houden ze dit vol? time
53
Q

ability

A

natural aptitudes: talent
learned capabilities: physical/mental skills and knowledge that are acquired

samen leiden ze tot competency: competencies underly the ability of a person

54
Q

role perceptions

A

people understand their job duties and where to direct their efforts. role clarity (not role ambiguity)

55
Q

3 forms of role clarity

A
  • understand duties
  • understand which duties have priority
  • understand the preferred behaviours/procedures for a task
56
Q

organizational citizenship

A

cooporation, helpfullness to others that support the organization. kan beiden voor de individual en de organization zijn.

57
Q

counterproductive work behaviours

A

disruptional activities, voluntary activities that harm the organization

58
Q

employee turnover + en -

A

+ nieuwe plek voor iemand met nieuwe ideeen
- slechte invloed op customer service, team development en corporate culture strength.

59
Q

presenteeism

A

showing up to work unwell, injured etc -> maakt het slechter voor jezelf en voor anderen

WOP & SP DTI (17 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions