Ch 1 - What is Organizational Behavior?
individual characteristics
1. Ability 2. Personality and Cultural Values
Individual Mechanisms
1. Job Satisfaction 2. Stress 3. Motivation 4. Trust, Justice, and Ethics 5. Learning and Decision Making
Group Mechanisms
1. Leadership: Styles & Behaviors 2. Leadership: Power and Negotiation 3. Teams: Processes and Communication 4. Teams: Characteristics and Diversity
Organizational Mechanisms
1. organizational culture 2. organizational structure
The Scientific Method
A logical, systematic approach to the solution of a scientific problem: theory => hypothesis => data => verification. Important to note: begins with theory.
Correlations (positive and negative)
Abbreviated r, describes the statistical relationship between two variables. Correlations can be positive or negative and range from 0 (no statistical relationship) to 1 (a perfect statistical relationship). Correlation of .50 is considered "strong" in OB research...while of correlation of .30 is considered "moderate"...finally a correlation of .10 is considered "weak".
Hypotheses
Inspired by theories; are written predictions that specify relationships between variables
Method of Science
People accept some belief because scientific studies have tended to replicate that result using a series of samples, settings, and methods
Method of Intuition
People hold firmly to some belief because it "just stands to reason"—it seems obvious or self-evident.
Rule of One-Eighth
The belief that at best one-eighth, or 12 percent, of organizations will actually do what is required to build profits by putting people first.
Theory
a collection of assertions - both verbal and symbolic - that specify how and why variables are related, as well as the conditions in which they should and should not be related
history
a collective pool of experience, wisdom, and knowledge that benefits the organization
Organizational Behavior (OB)
a field of study devoted to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations
evidence-based management
a perspective that argues that scientific findings should form the foundation for management education
inimitable
cannot be imitated
socially complex resources
culture, teamwork, trust, and reputation
Integrative Model of OB
designed to provide a roadmap for the field of OB; includes: organizational mechanisms, group mechanisms, individual characteristics, individual mechanisms...which all lead to individual outcomes
causal inferences
establishing that one variable really does cause another - requires three things 1. the two variables are correlated 2. presumed cause precedes the presumed effect in time 3. no alternative explanation exists for the correlation
Strategic Management
focuses on the product choices and industry characteristics that affect an organization's profitability
Individual Outcomes
job performance and organizational commitment
Method of Experience
people hold firmly to some belief because it is consistent with their own experience and observations
Method of Authority
people hold firmly to some belief because some respected official, agency, or source has said it is so
numerous small decisions
people making many small decisions every day that are invisible to competitors
meta-analysis
takes all of the correlations found in studies of a particular relationship and calculates a weighted average
Human Resource Management
takes the theories and principles studied in OB and explorers the "nuts-and-bolts" applications of those principles in organizations
analytics
the use of data to guide decision making
Resource-based view
this perspective describes what exactly makes resources valuable -- that is, what makes them capable of creating long term profits for the firm