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1
Q

organizational behavior

A

the study of what people think, feel, and do in and around organizations; looks at employee behavior, decisions, perceptions, and emotional responses

2
Q

organizations

A

groups of people who work interdependently toward some purpose; collective entities; collective sense of purpose

3
Q

Why study OB

A

comprehend and predict workplace events, adopt more accurate personal theories, influence organizational events

4
Q

what are organizations deeply affected by

A

the external environment

5
Q

what are the four major environmental developments facing organizations

A

technological change, globalization, emerging employment relationships, increasing workforce diversity

6
Q

What has technological change affected

A

technological changes that boost productivity, but displace employees and occupational groups/
different social medias are slowly replacing email and will change how others associate with one another

7
Q

what challenges has technological change caused

A

tethering people to their jobs for longer hours, reducing their attention spans, and increasing techno-stress

8
Q

what has technology almost made organizations become

A

less of a place where people work and more of a process or network where people collaborate across space and time

9
Q

globalization

A

refers to economic, social, and cultural connectivity with people in other parts of the world

10
Q

positives of globalization

A

larger markets, lower costs, greater access to knowledge an innovation

11
Q

negatives of globalization

A

increasing work intensification, reduced job security, poor work-life balance in developed countries

12
Q

emerging employment relationships changes

A

globalization has created almost 24/7 hour schedule because of different time zones/
information technology enables people to communicate quicker and past their normal work day/
trend to work away from the organizations traditional common work cite

13
Q

work-life balance

A

when people are able to minimize conflict between their work and non work demands

14
Q

best form of remote work

A

telecommuting

15
Q

telecommuting

A

whereby information technology enables employees to work from home on more workdays per month rather than the office

16
Q

what has helped increase workforce diversity

A

globalization; increased diversity of people you are working and partnering with

17
Q

surface level diversity

A

observable demographic and other overt differences among members of a group , such as their race, ethnicity, gender, age, and physical capabilities

18
Q

deep level diversity

A

differences in personalities, beliefs, values, and attitudes; can’t see it all

19
Q

advantages of diversity

A

different knowledge and skills, tend to be more creative and make better decisions

20
Q

disadvantages of diversity

A

can take longer to perform effectively together because they experience numerous communication problems and create “fault liens” in informal group dynamics; increased risk of dysfunctional conflict

21
Q

what is the systematic research anchor;

A

should be based on systematic research, which involves forming research questions, collecting data, and testing hypothesis against the data

22
Q

evidence based management

A

involves making decisions and taking actions guided by the research evidence

23
Q

multidisciplinary anchor

A

import knowledge from other disciplines, not just create its own knowledge

24
Q

contingency anchor

A

field of organizational behavior recognizes this by stating that the effect of one variable on another variable often depends on the characteristics of the situation or the people involved

25
Q

multiple levels of analysis anchor

A

what goes on in organizations can be placed into three levels; most variables are understood best by thinking of them from al three levels of analysis

26
Q

what are the multiple levels of analysis anchor

A

individual, team, organization

27
Q

organizational effectiveness

A

the outcome that most OB theories are ultimately trying to achieve; ultimate “dependent variable”

28
Q

open systems perspective

A

views organizations as complex organisms that “live” with an external environment; depend on the external environment

29
Q

why does open systems depend on external environment

A

for raw materials, job applicants, financial resources, information, and equipment/
laws and cultural norms

30
Q

what does open system do

A

transform inputs into outputs; receive information about how valuable their outputs are, availability of future inputs, and the appropriateness of the transformation process

31
Q

high performance work practices relation to open system

A

offers guidance about specific subsystem characteristics or organizational practices that make the transformation process more effective

32
Q

high performance work practices

A

believe that human capital–the knowledge, skills, and abilities that employees possess–is an important source of competitive advantage for organizations; transform inputs and outputs better, by being more sensitive to the external environment and by having better relationships with key stakeholders

33
Q

four most frequently identified HPWP

A

employee involvement, job autonomy, competency development, and rewards

34
Q

HPWP improve effectiveness in three ways

A

develop employee skills and knowledge (human capital), become more adaptable with more human capital, strengthen motivation and positive attitudes

35
Q

What does each letter stand for in the mars model

A

motivation, ability, role perceptions, situational factors

36
Q

what are the different elements of motivation

A

direction, intensity, persistence