Summary Organizational Behavior

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ISBN-10 1259921700 ISBN-13 9781259921704
1002 Flashcards & Notes
3 Students
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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
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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.
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