Summary Essentials of Organizational Behavior An Evidence-Based Approach

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ISBN-10 1506310796 ISBN-13 9781506310794
735 Flashcards & Notes
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This is the summary of the book "Essentials of Organizational Behavior An Evidence-Based Approach". The author(s) of the book is/are Terri A Scandura. The ISBN of the book is 9781506310794 or 1506310796. This summary is written by students who study efficient with the Study Tool of Study Smart With Chris.

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Summary - Essentials of Organizational Behavior An Evidence-Based Approach

  • 1 What is organisational behaviour?

  • Define the definition of Organisational Behaviour
    Organisational Behaviour is defined as the study of individuals and their behaviours at work.
  • Describe the Hawthorne Effect
    Positive responses in attitudes and performance when researchers pay attention to a particular group of workers.
  • 1.1 Evidence-based management

  • What is Evidence Based Management?
    EBM means making decisions about the management of employees, teams or organisations through the conscientious, explicit and judicious use of four sources of information:

    1. The best available scientific evidence
    2. The best available organisational evidence
    3. The best available experimental evidence 
    4. Organisational values and stakeholders' concerns
  • 1.2 What is critical thinking?

  • Definition critical thinking
    "Critical thinking calls for a persistent effort to examine any belief or supposed form of knowledge in the light of evidence that supports it and the further conclusions to which it tends.”
  • Explain critical thinking skills a leader needs
    Rationality;
    • Rely on reason rather than emotion
    • Require evidence, ignore no known evidence etc.
    • Finding the best explanation 

    Self-Awareness
    • Weigh the influences of motives and bias
    • Recognise our own assumptions, prejudices, biases, or point of view

    Honesty
    • Recognise emotional impulses, selfish motives, nefarious purposes or other modes of self-deception


    Open-mindedness
    • Evaluate all reasonable inferences
    • Consider a variety of possible viewpoints or perspectives
    • remain open to alternative interpretations
    • Accept a new explanation, model, or paradigm because it explains the evidence better, is simpler, or has fewer inconsistencies or covers more data
    • Accept new priorities in response to a reevaluation of the evidence or reassessment of our real interests. 

    Discipline
    • Are precise, meticulous, comprehensive and exhaustive.
    • Resist manipulation and irrational appeals.
    • Avoid snap justments.

    Judgment
    • Recognise the relevance and or merit of alternative assumptions and perspectives.
    • Recognise the extent and weight of evidence.
  • 1.4 Outcome variables in organisastional behaviour

  • What are the 5 outcome variables in organisational behaviour?
    1. Performance
    • Job performance (productivity)
    • Organisational citizenship behaviour
    2. Work related-attitudes
    • Job satisfaction
    • Organisational commitment
    3. Employee Well-Being
    4. Motivation
    • Intrinsic 
    • Extrinsic
    5. Employee Withdrawal  
    • Turnover intentions
    • Turnover
    • Absenteeism           
  • 1.4.1 Performance

  • Definition Organisational citizenship behaviour (OCB)
    The worker's willingness to go above and beyond the expectations of a person's job description. aka extra-role performance.
  • 1.4.2 Work-related attitutes

  • Definition Organisational commitment
    Organisational commitment is the employees' relationship with the organisation he or she works for.
  • 1.4.3 Employee well-being

  • What does Employee Well-Being research entail?
    Some studies have examined outcomes such as emotional exhaustion, psychosomatic health complaints, and physical health symptoms.
  • 1.4.4 Motivation

  • What does motivation include?
    Classic views on motivation describe both extrinsic and intrinsic motivation as being equally important.

    Extrinsic motivation; is based on the rewards from the organisation's compensation system such as pay and bonuses. 
    Intrinsic motivation; is related to the value of the work itself.
  • 1.4.5 Employee withdrawal

  • What does employee withdrawal include?
    Employee withdrawal discusses the employee quitting the organisation or being absent from work. key terms are turnover intentions (reasons why employees leave), turnover and absenteeism.
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What is thin-slicing?
Gladwell introduced the idea of “thin-slicing” in which the unconscious mind finds patterns in situations and behaviors based upon very narrow experiences. However, he cautioned there may be errors made when thin-slicing is used to make decisions.
Why are some people more indecisive than others?
(1) Personality traits play a role. Less emotionally stable leaders who fear upsetting others allow debates to drag on for too long and make compromise decisions that are not optimal.
(2) Feeling out of control and pessimism also lead to indecisiveness.
(3) Low self-esteem predicts indecisiveness, as well as attributing events to external causes and irrational beliefs
Work–school conflict
Situations in which work conflicts with the family role and school role.
Workout
A method for generating new ideas using employee participation and empowerment.
Work–life balance
When work is compatible with participation in family life.
Workforce diversity
Sex, race/ethnicity, cultural differences, and age/generation as examples.
Wellness programs
Workplace interventions that include time management, weight loss, alcohol and/or drug abuse, smoking cessation, and exercise.
Unfreezing
Challenges to the status quo through shaking up assumptions.
Top management support
Executive-level managers review plans, follow up on results, and facilitate change efforts.
Team building
Group activities that involve a great deal of interaction among team members to increase trust.