Summary Organizational Behavior

-
ISBN-10 1259921700 ISBN-13 9781259921704
1002 Flashcards & Notes
4 Students
  • These summaries

  • +380.000 other summaries

  • A unique study tool

  • A rehearsal system for this summary

  • Studycoaching with videos

Remember faster, study better. Scientifically proven.

Summary 1:

  • Organizational Behavior
  • Steven L McShane Mary Ann Young Von Glinow
  • 9781259921704 or 1259921700
  • 2017

Summary - Organizational Behavior

  • 1 introduction to the field of organizational behavior

  • how do we call the study of what people think, feel and do in and around organizations.
    organizational behavior
  • how do we call groups of people who work independently toward some purpose?
    organizations
  • what are the key features of an organization?
    • they are collective entities who interact in an organized way
    • all members of an organization have a collective sense of purpose.
  • how do we call economic, social and cultural connectivity with people in other parts of the world?
    globalization
  • what are the advantages and disadvantages of globalization?
    advantages; 
    • larger markets
    • lower costs
    • greater access to knowledge and innovation

    disadvantages;
    • doesn't benefit developing nations
    • increases work intensification
    • reduces job security
    • creates poor work-life balance in developed countries
  • how do we call the degree to which a person minimizes conflict between work and non-work demands?
    work-life balance.
  • how do we call an arrangement whereby employees work from home one, or more days per month rather than commute to the office?
    telecommuting
  • what are the advantages and disadvantages of telecommuting?

    advantages; 
    • higher productivity of the telecommuters
    • reduces greenhouse gas emissions
    • reduces real estate and related costs for the company

    disadvantages; 
    • more social isolation reported by telecommuters
    • receive less word of mouth information (tips of coworkers during coffee break)
    • lower team cohesion and weaker organizational structure
  • how do we call the observable demographic or physiological differences in people, such as race, ethnicity, gender, age and physical abilities?
    surface-level diversity
  • how do we call differences in psychological characteristics of employees?
    deep-level diversity
  • how do we call when members of a team have different knowledge and skills?
    high informational diversity teams.
  • what are the advantages and disadvantages of a high diversity work place?
    advantages; 
    • high informational diversity teams tend to be more creative, and make better decisions
    • high diversity workplaces are more representative for most communities, are better at recognizing and addressing community needs

    disadvantages; 
    • it takes longer to perform effectively due to communication problems.
    • increase risk of dysfunctional conflict, causes reduction of information sharing and satisfaction of co-workers
  • how do we call making decisions and taking actions guided by research evidence?
    evidence-based management
  • how do we call a basic beliefs or knowledge structures?
    anchors
  • on which anchors is organizational behavior built?
    • systematic research anchor
    • multidisciplinary anchor
    • contingency anchor
    • multiple levels of analysis anchor
  • which anchor of organizational behavior is described; OB knowledge should be based on systematic research using systematic research methods.
    the systematic research anchor
  • which anchor of organizational behavior is described; the field of OB should welcome theories an knowledge from other disciplines, not just from it's own isolated research base
    the multidisciplinary anchor
  • which anchor of organizational behavior is described; recognizing that the effectiveness of a variable or action depends on the characteristics of the situation or the people involved.
    the contingency anchor
  • which anchor of organizational behavior is described; what goes on in organizations can be analyzed on three levels; individual, team and organization.
    the multiple levels of analysis anchor
  • how do we call the concept of how effective an organization is in achieving the outcomes the organization intends to produce?
    organizational effectiveness
  • what are domains of challenges for organizations?
    • technological challenges
    • emerging employment relationships
    • globalisation
    • diversity
  • of which two concepts does emerging employment relationships consist?
    work-life balance
    telecommuting
  • which perspectives of organizational effectiveness are there?
    • the open system perspective
    • the organizational learning perspective
    • the high performance work practices perspective
    • the stakeholders perspective.
  • what are the key features that make an organization effective?
    • a good fit with their external environment
    • are a learning organization
    • have efficient and adaptive internal subsystems
    • satisfy the need of stakeholders.
  • which perspective of organizational effectiveness is described; effectiveness of organizations depends on the external environment for input, and on their internal subsystems for output.
    the open systems perspective
  • of which two concepts does the open system perspective consist?
    • match with the environment
    • internal match
  • when does an organization fit with it's environment?
    when input, processes and output allign with resources, needs and expectations of the environment.
  • what key features does an organization need to create an internal match?
    • the subsystems in an organization need to work together to transform inputs into outputs.
    • work together to provide desired outputs (products, services), and hold back undesired outputs (pollution, waste)
  • what are inputs and outputs of an organization?
    inputs; 
    • raw materials
    • human resources
    • information
    • financial resources
    • equipment
    outputs; 
    • products
    • services
    • support
    • waste
    • pollution  
  • what are the indicators of the effectiveness of an organization's subsystems in transferring inputs into outputs?
    • efficiency
    • adaptability
    • innovativeness
  • which indicators of the effectiveness of an organization's subsystems in transferring inputs into outputs is described; produce more goods or services with less labor, materials and energy.
    efficiency
  • which indicators of the effectiveness of an organization's subsystems in transferring inputs into outputs is described; extend to which an organization conforms to it's external environment.
    adaptability
  • which indicators of the effectiveness of an organization's subsystems in transferring inputs into outputs is described; designing products and work processes that are superior to what the competition has to offer.
    innovativeness
  • which perspective of organizational effectiveness is described; organizational effectiveness depends on the organization's capacity to acquire, share, use and store valuable knowledge.
    organizational learning perspective
  • of which two concepts does the organizational learning perspective consist?
    • intellectual capital
    • learning processes.
  • which concept of the organizational learning perspective is described; a company's stock of knowledge.
    the intellectual capital.
  • in which three forms does the intellectual capital exist?
    • human capital
    • structural capital
    • relationship capital
  • how do we call the stock of knowledge, skills and abilities among employees that provide economic value to the company?
    human capital
  • how do we call knowledge embedded in an organization's systems and structures?
    structural capital
  • how do we call the value derived from an organization's friendships with customers, suppliers and others?
    relationship capital
  • how do we call beliefs and norms that support the acquisition, sharing and use of knowledge as well as work conditions that nurture these learning processes?
    learning orientation
  • which organizational learning processes are there?
    • acquiring knowledge
    • sharing knowledge
    • using knowledge
    • storing knowledge.
  • which organizational learning process is described; bringing in knowledge from the external environment and from discovery.
    acquiring knowledge
  • which organizational learning process is described; distributing knowledge throughout the organization.
    sharing knowledge
  • which organizational learning process is described; the applying of knowledge to improve the organizational processes.
    using knowledge
  • which organizational learning process is described; retaining knowledge, organizational memory.
    storing knowledge
  • effective organizations not only learn, they also unlearn inappropriate routines and patterns.
  • which perspective of organizational effectiveness is described; effective organizations incorporate several workplace practices that leverage the potential of human capital.
    the high performance work practices perspective.
  • what are the high performance work practices?
    • employee involvement
    • job autonomy (self-organization)
    • competency development
    • rewards for performance and competencies
  • what high performance work practices cause; strengthened employee motivation, improved decision making, accelerated organizational responsiveness, and increased employmee commitment to change.
    employee involvement and job autonomy
Read the full summary
This summary. +380.000 other summaries. A unique study tool. A rehearsal system for this summary. Studycoaching with videos.

Summary 2:

  • Organizational Behavior
  • Steven Lattimore McShane Von Glinow
  • 9781259562792 or 1259562794
  • 2017

Summary - Organizational Behavior

  • 1 Introduction to the Field of Organizational Behavior

    • Organizational behavior (OB): The study of what people think, feel, and do in and around organizations.
      • Looks at employee behavior, decisions, perceptions, and emotional responses.
      • Studied on multiple levels of analysis: the individual, the team, and organization.
    • Organizations: Groups of people who work interdependently toward some purpose.
      • They consist of human beings, not per se employees, who interact in an organized way.
        • Need communication, coordination, and collaboration (aka they work interdependently).
      • They (organization and members) have a collective sense of purpose.
  • Organizational behavior (OB)
    The study of what people think, feel, and do in and around organizations.
  • Organizations
    Groups of people who work interdependently towars some purpose.
  • 1.2.2 Why Study Organizational Behavior

    • There are three main reasons why OB theories and practices are important:
      • Comprehend and predict workplace events.
        • Satisfy curiosity: why do events occur?
        • Reduce anxiety: no unexpected or unexplained circumstances
        • Predict future events: get along w others, achieve goals, minimize unnecessary career risks.
      • Adopt more accurate personal theories.
        • Confirm and refine personal theories
        • Correct false common sense.
      • Influence organizational events
        • Work well with others
        • Accomplish personal and organizational goals
  • 1.3 Contemporary Developments Facing Organizations

  • What are the four major environmental developments facing organizations?
    Technological change, globalization, emerging employment relationships, and increasing workforce diversity
  • 1.3.1 Technological Change

    • Technological change
      • Good: Boost in productivity, improving health and well-being, better communication patterns
      • Bad: Displacing employees, alter patterns of behavior at the workplace, techno-stress, reducing attention spans and tethering people to their jobs for longer hours.
  • 1.3.2 Globalization

    • Globalization: Economic, social, and cultural connectivity with people in other parts of the world.
      • Good: larger markets, lowers costs, and greater access to knowledge and innovation
      • Bad: Increasing work intensification, reduced job security, and poor work-life balance in developed countries.
  • Globalization
    Economic, social, and cultural connectivity with people in other parts of the world
  • 1.3.3 Emerging Employment Relationships

    • Emerging employment relationships
      • Good: quicly communicate, remote work (telecommuting)
      • Bad: 24/7 schedule, lower work-life balance, telecommuting
      • Work-life balance: The degree to which a person minimized conflict between work and nonwork demands.
    Telecommuting: An arrangement whereby, supported by information technology, employees work from home one or more work days per month rather than commute to the office.
  • Work-life balance
    The degree to which a person minimizes conflict between work and nonwork demands
  • Telecommuting
    An arrangement wherby, supported by information technology, employees work from home one or more work days per month rather than commute to the office.
  • 1.3.4 Increasing Workforce Diversity

    • Increase workforce diversity
      • Good: More creative, make better decisions in difficult situations, more representative
      • Bad: Takes longer to work effectively, communication problems
  • Surface-level diversity
    The observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities.
  • Deep-level diversity
    Differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes.
Read the full summary
This summary. +380.000 other summaries. A unique study tool. A rehearsal system for this summary. Studycoaching with videos.

Latest added flashcards

What is communication?
The process by which information is transmitted and understood between two or more people
What are ways to improve creative decision making?
Brainstorming
Brainwriting
Electronic brainstorming
Nominal group technique
What is production blocking?
The problem that occurs when only one person can speak at a time so ideas get lost
What are constraints on team decision making?
Time constraints
Evaluation apprehension
Pressure to conform
Overconfidence
What is needed in order for virtual teams to be a success?
Effective team behaviors 
Toolkit of communication channels
Structure
Face-to-face meeting in early development stage
Why are virtual teams more present nowadays?
Information technologies
The shift from production-based to knowledge-based work
Organizational learning
Globalization
What are virtual teams?
Where members are usually not co-located
Where members depend primarily on information technologies to communicate
How does autonomy influence SDT's?
It allows the team to respond more effectively to stakeholder and client demands
It motivates team members through feelings of empowerment
What is needed in order for a SDT to be successful?
Responsibility for entire work process
Autonomy 
Support from work site and technology
What are self-directed teams (SDT's)?
Complete an entire piece of work requiring several interdependent tasks
Have substantial autonomy over the execution of those task