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