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
