What company is mentioned in chapter 1? Quicken Loans What is chapter 1 about? Introduction to the field of organizational behavior Advertisement Organizational Behavior the study of what people think, feel, and do in and around organizations. Organizations Groups of people who work interdependently toward some purpose. How long have organizations existed? Since the first time people worked together Max Weber wrote about rational organizations, work ethic, charismatic leadership Frederick Taylor proposed systematic ways to organize work processes and motivate employees through goal setting and rewards Elton Mayo established HR school of management, emphasized the study of employee attitudes. Higher OB practices are good predictors of an organization's success organizational effectiveness the organization's fit with the external environment, internal subsystems configuration for high performance, emphasis on organizational learning, and an ability to satisfy the needs of key stakeholders
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What company is mentioned in chapter 1?Quicken Loans
What is chapter 1 about?Introduction to the field of organizational behavior
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Organizational Behaviorthe study of what people think, feel, and do in and around organizations.
OrganizationsGroups of people who work interdependently toward some purpose.
How long have organizations existed?Since the first time people worked together
Max Weberwrote about rational organizations, work ethic, charismatic leadership
Frederick Taylorproposed systematic ways to organize work processes and motivate employees through
goal setting and rewards
Elton Mayoestablished HR school of management, emphasized the study of employee attitudes.
Higher OB practicesare good predictors of an organization's success
organizational effectivenessthe organization's fit with the external environment, internal subsystems configuration
for high performance, emphasis on organizational learning, and an ability to satisfy the
needs of key stakeholders
open systemsa perspective that holds that organizations depend on the external environment for
things
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organizational (structural) capitalknowledge embedded in an organization's systems and structures
organizational efficiencythe amount of outputs relative to inputs in the organization's transformation process
intellectual capitala company's stock of knowledge, including human, strucutral, and relationship capital
human capitalthe stock of KSA among employees that provide economic value to the organization
relationship capitalthe value derived from an organization's realtionship with inputs
high performance work practicesa perspective that hold that effective organization incoprorate several workplace
practices that leverage the potential of human capital
stakeholdersanyone that is affected or affects an organization's objectives or actions
valuesstable evaluative beliefs that guide a persons preferences for outcomes or courses of
action in a variety of situations
ethicsthe study of moral principles that determine whether actions are right or wrong and
outcomes are good or bad
corporate social responsibilityactivities intended to benefit society/environment beyond firm's immediate obligations
surface level diversitythe observable demographic or physiological differences in people
deep level diversitydifferences in phsycological characterstics of employees
evidence based mgmt
pracice of making decision and taking actions based on evidence
What company is discussed in chapter 2?iceland foods group
What is chapter 2 about?Individual behavior, personality, and values
skill will modelperformance=ability x motivation
MARSmotivation, ability, role perceptions, situation
what is MARSmodel for individual behavior
motivationforces within a person that affect his or her direction, intensity, and persistence of
voluntary behavior
directionpath along which they steer their efforts
intensityamount of effort allocated to effort
abilitynatural aptitudes and learned capabilities required to complete task
aptitudenatural talents, help learn more quickly/perform better
learned capabilityskills, knowledge you currently possess
competencychracteristics of a person that result in better performance, includes capabilities and
aptitudes
role perceptionsdegree to which a person understand job duties assigned to them
task performancegoal-directe behaviors under a person's control
organizational citizenship behaviorcooperations nd helpfulness to others that support the organization's social and
psychological context
counterproductive work behaviorsvoluntary behaviors, have ability to directly or indirectly harm organization
presenteeismcoming to work even when your work ability is severely diminished
personalityrelatively enduring patterns of thought, emoption, and behavior that caracterize a
person
natureour genetic/hereditary origins
nurturethe things we've ben taught
five factor modelfive broad dimensions representing most personality traits
What are the five factors?conscientousness, agreeableness, neuroticism, openness to experience, extraversion
conscientousness(high) describes people who are organized, dependable, goal-focused, thorough,
disciplined
agreeableness(high) describes people who are trusting, helpful, good-natured, tolerant, flexible
neuroticism
(high) anxious, insecure, depreseed, tempermental
openness to experience(high) imaginative, unconventional, autonomous, aesthetics. ***NOT AGREED***
extraversion(high) outgoing, talkative, energetic
Myers-Briggs Type Indicator(MBTI) most popular personality test
first rung of MBTIextraverion (E) or introversion (I)
second rung of MBTIsensing (S) or intuitive (N)
third rung of MBTIthinking (T) or feeling (F)
fourth rung of MBTIjudging (J) or perceiving (P)
sensingperson is concrete, practical
intuitiveperson is abstract, creative
thinkingperson is logical, objective
feelingperson is empathetic, caring
judgingperson is organized, closure and schedule focused
perceivingperson is spontaneous, opportunity-focused
value systemvalues in a hierarchy of preferences
OB emerged?Around the 1940's
Why study OBUnderstand behavior, Influence behavior, Predict behavior
5 trends in the workplaceGlobalization, Workforce diversity, Evolving employment relationships, Virtual work,
Workplace values and ethnics
GlobalizationEconomic, social, and cultural connectivity (and interdependence)with people in other
parts of the world.
Dimensions of workforce diversityPrimary- race, mental/physical qualities, age, gender, sexual orientation, ethnicity
Secondary- first language, life expectancies, geographic location, behavioral style,
education, income, work experience, work style, marital status, occupation, religion.
Work life balanceMinimising conflict between work and non-work demands
EmployabilityAn employment relationship in which people perform a variety of work activities rather
than hold specific jobs, and are expected to continuously learn skills that will keep them
employed.
Contingent workAny job in which the individual does not have an explicit or implicit contract for long term
employment, or one in which the minimum hours of work can vary in a nonsystematic
way
Virtual teamsTeams whose members operate across space, time, and organizational boundaries,
and who are linked through information technologies to achieve organizational goals
Five philosophical anchors of organizational behavior (COMMS)Contingency
Open systems
Multidisciplinary
Multiple levels of analysis
Systematic research
Grounded theoryA process of developing theory through the constant interplay between data gathering
and the development of theoretical concepts
Contingency approachThe idea that a particular action may have different consequences in different situations
Organizational learningThe capacity for an organization to acquire, share, and use knowledge more effectively
in order to maintain a valuable stock of knowledge (intellectual capital)
Communities of practiceInformal groups bound together by shared expertise and passion for a particular activity
or interest
employee engagementan individual's involvement with, satisfaction with, and enthusiasm for the work he or
she does
maslow's hierarchy of needsa method of classifying human needs and motivations into five categories in ascending
order of importance: physiological, safety, social, esteem, and self-actualization
need for achievementThe extent to which an individual has a strong desire to perform challenging tasks well
and to meet personal standards for excellence.
need for affiliationThe extent to which an individual is concerned about establishing and maintaining good
interpersonal relations, being liked, and having other people get along.
Need for power
persons desire to control environment, including people and material resources to
benefit themselves or others
four drive theoryMotivation theory drive to acquire, Drive to bond, drive to learn, drive to defend
social cognitive theoryTheory that explains how learning and motivation occur by observing and modelling
others. Anticipating the consequences of our behaviour
goal settingthe process of working toward something you want to accomplish
balanced scorecardmeasurement of organizational performance in four equally important areas: finances,
customers, internal operations, and innovation and learning
strength based coachingA positive organizational behavior approach to coaching and feedback the focuses on
building and leveraging the employee's strengths rather than trying to correct his or her
weakness
multisource 360 degree feedbackCollecting information to appraise an employee's performance from a full circle of
people, including subordinates, peers, supervisors, and customers.
distributive justicethe perceived degree to which outcomes and rewards are fairly distributed or allocated
procedural justiceThe perceived fairness of the process used to determine the distribution of rewards
equity theorya theory that states that people will be motivated when they perceive that they are being
treated fairly
NeedsDeficiencies that energize or trigger behaviors to satisfy those needs
Drives
Instinctive or innate tendencies to seek certain goals or maintain internal stability
Self actualizationThe need for self fulfillment - a sense that a person's potential has been realized
Positive organizational behaviorBuilding positive qualities and traits within individuals or institutions as opposed to
focusing on just trying to fix what might be wrong with them
ERG theoryAnd needs hierarchy theory consisting of three instinctive needs - existence,
relatedness, and growth
Expectancy theoryThe motivation theory based on the idea that work effort is directed toward behaviors
that people believe will lead to desired outcomes
E-to-P expectancyThe individual's perception that his or her effort will result in a particular level of
performance
P-to-O expectancyThe perceived probability that a specific behavior or performance level will lead to
specific outcomes
Outcome varianceThe anticipated satisfaction or dissatisfaction that an individual feels toward an outcome
Organizational activities intended to benefit society and the environment beyond the firm's immediate financial interests or legal obligations.
Deep-Level Diversity
Differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes.
Ethics
The study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.
Evidence-Based Management
The practice of making decisions and taking actions based on research evidence.
Globalization
Economic, social, and cultural connectivity with people in other parts of the world.
High-Performance Work Practices
A perspective that holds that effective organizations incorporate several workplace practices that leverage the potential of human capital.
Human Capital
The stock of knowledge, skills, and abilities among employees that provide economic value to the organization.
Intellectual Capacity
A company's stock of knowledge, including human capital, structural capital, and relationship capital.
Open Systems
A perspective that holds the organizations depend on the external environment for resources, affect that environment through their output, and consist of internal subsystems that transform inputs to outputs.
Organizational Behavior
The study of what people think, feel, and do in and around organizations.
Organizational Effectiveness
A broad concept represented by several perspectives, including the organization's fit with the external environment, internal subsystems configuration for high performance, emphasis on organizational learning, and an ability to satisfy the needs of key stakeholders.
Organizational Efficiency
The amount of outputs relative to inputs in the organization's transformation process.
Organizational Learning
A perspective that holds that organizational effectiveness depends on the organization's capacity to acquire, share, use, and store valuable knowledge.
Organizations
Groups of people who work interdependently towards some purpose.
Relationship Capital
The value derived from an organization's relationships with customers, suppliers, and other.
Stakeholders
Individuals, groups, and other entities that affect, or are affected by the organization's objectives and actions.
Structural Capital
Knowledge embedded in an organization's systems and structures.
Surface-Level Diversity
The observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities.
Values
Relatively stable, evaluative beliefs that guide a person's preferences for outcomes or courses of action in a variety of situations.
Virtual Work
Work performed away from the traditional physical workplace, using information technology.
Work-Life Balance
The degree to which a person minimizes conflict between work and non-work demands.
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includes both the natural aptitudes and learned capabilities required to successfully complete a task
Competencies
a person's characteristics that result in superior performance
Counterproductive work behaviors
voluntary behaviors that have the potential to directly or indirectly harm the organization
Ethical sensitivity
personal characteristic that enables people to recognize the presence of an ethical issue and determine the relative importance
Five Factor Model
ConscientiousnessAgreeablenessNeuroticismOpenness to experienceExtraversion
Moral intensity
degree to which an issue demands the application of ethical principles
Most popular personality test/theory
Jungian personality theory--measured through the Myers-Briggs Type Indicator
Motivation
forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior
Organizational citizenship behaviors
various forms of cooperation and helpfulness to others that support the org's social and psychological context
Personality
relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics
Presenteeism
attending work when one's capacity to work is significantly diminished by illness, fatigue, personal problems, etc.
Role perceptions
extent to which a person accurately understands the job duties assigned to or expected of him or her
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