Organizational Behavior Chapter 1

Theory

A Collection of verbal and symbolic assertians that specify how and why variables are related and the conditions under which they should and shoul dnot relate

Meta-Analysis

A Statistical technique used to combine the results of many different research studies done in a variety of organizations and for a variety

System

A set of interrelated elements functioning as a whole

Competitive Advantage

Anything that gives a firm an edge over rivals in attactiving customers and defending itself against competition

Scientific Management

Based on the belief that productiviity is manximized when organizations are rationalized with precise sets of instructions based on time-and-motion studies

Growth Strategy

Conpany expansion organizally or through acquisitions

Customer Intimacy

Delivery unique and customizable prducts or services to meet customers' needs and increase customer loyalty

Differentiation Strategy

Developing a product or service that has unique charcteristics valued by customers

Product Innovation

Developing new products or services

Specialization Strategy

Focusing on a narrow market segment or niche and pursing either a diffentiation or cost leadership strategy within that market segment

Operational Excellence

Maximizing the effiency of the manufacturing or product development process to minimize costs

Scientific Method

Method and knowledge genreations that relies on systematic studies that identify and replicate a result using a variety of methods, samples and settings

Correlations

Reflects the size and strength of the statistical relationship between two variables; ranges from -1 to +1

Organizing

The process of designing jobs, grouping job into units, and establishing patterns of authority between jobs and units

Planning

The process of determining an organization's desired future position and the best means of getting there

Leading

The process of getting orgainztion's members to work together toward the organization's goals

Controlling

The process of monitoring and correcting the acations of the organizton and its members to keep them directed toward their goals

Human Resource Management (HRM)

The set of organizational activities directed at attracting, developing, and maintaining an effective workforce.

Technical Skills

The skills necessary to accomplish specific tasks within the organization

Organizational Behavior

The study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself

Hawthorne Effect

When people improve some aspect of their behvaior or performance simply becuase they are being assessed

Hypotheses

Written predictions specify expected relationships between certain variables

Organizational Citizenship

The behavior of individuals that makes a positive overal contribution to the organiztion

Cost Leadership Strategy

Striving to be the lowest-cost producer for a particiulat level of product quality

Situational Perspective

Suggests that in most organizations, situations and outcomes are influenced by other variables

Interactionalism

Suggests that indviduals and sitiuations interact continiously to determine individiuals behavior

Conceptual Skills

The ability of a manager to think in the abstract

Interpersonal Skills

The ability to effectively communicate with, understand, and motivate individuals and groups

Diagnostic Skills

The ability to understand cause-andeffect relationships and to recognize the optimal solutions to problems

Dependent Variable

The variable predicted to be affect by something else

Independent Variable

The variable that is predicted to affect something else

Dysfunctional Behaviors

Those that detract from rather than contribute to, organizational performance

Human Relations Movement

Views organizations as cooperative systesms and treats workers' orientations, values and feelings as importatnt ports of organizational dynamics and performance