OB Chapter 1 - What is Organizational Behavior?
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