OB Chapter 1 - What is Organizational Behavior?

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theory

a collection of assertions that specify how and why variables are related as well as the conditions in which they should be related

history

a collective pool of experience, wisdom, and knowledge at benefits the organization

organizational behavior

a field of study dedicated to understanding, explaining, and ultimately improving the attitudes and behaviors of individuals in groups in organizations

evidence-based management

a perspective that argues that scientific findings should be the foundation of management education

hypothesis

a written prediction that specifies a relationship between variables

meta-analysis

calculates a weighted average of all correlations found in studies of a particular relationship

socially complex resources

culture, teamwork, trust, and organization

stress

employees' psychological responses to job demands that tax or exceed their capacity

motivation

energetic forces that drive employees' work effort

causal inference

establishing that one variable causes another

human resources management

explores applications of OB theories and principles

team characteristics and diversity; team processes and communication; leader power and negotiation; leader styles and behavior

group mechanisms

truth, justice, and ethics

how employees feel about the company's business in regards to fairness, honesty, and integrity

learning and decision making

how employees' gain job knowledge and apply that knowledge to on the job decision making

leader power and negotiation

how individuals attain authority over others

team characteristics and diversity

how teams are formed, staffed, and composed; how team members come to rely on each other

team processes and communication

how teams behave (coordination, conflict, cohesion)

organizational structure

how the units within the firm link to and communicate with other unites

personality and cultural values; ability

individual characteristics

job satisfaction; stress; motivation; truth, justice and ethics; learning and decisions making

individual mechanisms

job performance and organizational commitment

individual outcomes

numerous small decisions

makes organizations inimitable

organizational structure and organizational culture

organizational mechanisms

model of experience

people hold a belief because it is consistent with their own observations or experiences

model of intuition

people hold a belief because it seems obvious or self-evident

model of science

people hold a belief because scientific studies have proved it through the scientific method

model of authority

people hold a belief because some respected source has said it is so

theory, hypotheses, testing

scientific method

organizational culture

shared knowledge about the value and beliefs that shape employee attitudes and behaviors

correlation

shows a relationship between two variables

ability

the cognitive abilities, emotional skills, and physical abilities that employees bring to a job

model of experience, model of intuition, model of authority, model of science

the models of knowledge

strategic management

the product choices and industry characteristics that affect an organization's profitability

leader styles and behavior

the specific actions leaders take to influence others at work

personality and cultural values

the various traits and tendencies that describe how people act; affect the way people act at work, the tasks that interest them, and their reaction to events on the job

job satisfaction

what employees feel when thinking about their jobs and day-to-day work

resource-based view of OB

what makes resources valuable, includes the knowledge, ability, and wisdom of the workforce and the image, culture, and goodwill of the organization

they create a history, they make many small decisions, and they create socially complex resources

why people are valuable


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