Ch 1 Organizational Behavior

Front 1

organizational behavior

Back 1

the study of what people think, feel, and do in and around organizations

Front 2

organizations

Back 2

groups of people who work interdependently and toward some purpose

Front 3

organizational effectiveness

Back 3

a broad concept represented by several perspectives including the organizations fit with the external environment, internal subsystems configuration for high performance, emphasis on organization learning, and an ability to satisfy the needs of key stakeholders

Front 4

open systems

Back 4

a perspective that holds that organizations depend on the external environment for resources, affect that environment through their output and consist of internal subsystems that transform inputs to outputs

Front 5

organizational effeciency

Back 5

the amount of outputs relative to inputs in the organizations transformation process

Front 6

organizational learning

Back 6

a perspective that holds that organizational effectiveness depends on the organization's capacity to acquire, share use and store valuable knowlede

Front 7

intellectual capital

Back 7

a company's stock of knowledge including human capital structural capital and relationship capital

Front 8

human capital

Back 8

the stock of knowledge, skills, and abilities among employees that provide economic value to the organization

Front 9

structural capital

Back 9

knowledge embedded in an organizations system's and structures

Front 10

relationship capital

Back 10

the value derived from an organization's relationships with customers, suppliers, and others

Front 11

high performance work ethics

Back 11

a perspective that holds that effective organizations incorporate several workplace practices that leverage the potential of human capital

Front 12

stakeholders

Back 12

individual groups and other entities that affect or are affected by the organization's objectives and actions

Front 13

values

Back 13

relatively stable evaluative beliefs that guide a person's preferences for outcomes or courses of action in a variety of situations

Front 14

ethics

Back 14

the study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad

Front 15

corporate social responsibility

Back 15

organizational activities intended to benefit society and the environment beyond the firms immediate financial interests or legal obligations

Front 16

globalization

Back 16

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

Front 17

surface level diversity

Back 17

the observable demographic or physiological differences in people such as their race, ethnicity, gender, age, and physical disabilities

Front 18

deep level diversity

Back 18

differences in psychological characteristics of employees including personalities, beliefs, values, and attitudes

Front 19

work life balance

Back 19

the degree to which a person minimizes conflict between work and nonwork demands

Front 20

evidence based managment

Back 20

the practice of making decision and taking actions based on research and evidence

Front 21

systematic research

Back 21

study organization using systematic research methods

Front 22

multidisciplinary anchor

Back 22

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

Front 23

contigency anchor

Back 23

recognize that effective of an action depends on the situation

Front 24

multiple level of analysis

Back 24

understand OB events from 3 levels of analysis: individual, unit, organization

Front 25

perspectives of organizational effectiveness

Back 25

open systems

high performance work practices

stakeholder perspective

organizational learning,