Organizational Behaviour

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Organizational Behaviour

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

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Open Systems Perspective

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A perspective which holds that organizations depend on the external environment for resources to transform inputs into outputs.

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Organizational fit

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Means to use the right products or right time in the right manor.

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Organizational Learning

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A perspective which holds that organizational effectiveness depends on an organizations capacity to acquire knowledge, share, use and store info.

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Absorptive Capacity

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The ability to recognize the value of new information, assimilate it, and use it for value-added activities.

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Intellectual Capital

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A company's stock of knowledge, including human capital, structural capital and relationship capital.

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Human Capital

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The stock of knowledge, skills, and abilities among employees that provide economic value.

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Structural Capital

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Knowledge embedded in an organization's system and structures.

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High Performance work Practice

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A perspective which holds that effective organizations incorporate several workplace practices that leverage the potential of human capital.

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Virtual Work

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Work performed away from the traditional physical workplace by means of information technology.

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Motivation

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Internal forces that affect a person's voluntary choice of behaviour.

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Ability

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Natural aptitudes and learned capabilities required to successfully complete a task.

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Competencies

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Personal characteristics that lead to superior performance.

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Role Perceptions

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The extent to which people understand the job duties assigned or expected of them.

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Situational Factors

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Environmental conditions beyond the individual's short-term control that constrains or facilitates behaviour.

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Task Performance

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Goal directed behaviours under person's control.

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Organizational Citizenship

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Various forms of cooperation and helpfulness to others that support the organizations social and psychological context.

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Counterproductive Work behaviour

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Voluntary behaviours that potentially harm the organization.

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Joining/Staying with Organization

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Joining an organization or agreeing to stay with it.

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Maintaining Work Attendance

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Attending work at required times.

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Presenteeism

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Attending work when one's capacity to work is significantly diminished by illness, fatigue, personal problems or other factors.

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Five Factor Model

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Five abstract dimensions representing most personality traits.

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Conscientiousness

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Personality dimension of the Five Factor model describing people who are careful, dependable and self-disciplined.

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Agreeableness

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Personality dimension of the Five Factor Model describing people who are courteous, good-natured, empathetic and caring.

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Neuroticism

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Personality dimension of the Five Factor model describing people with high levels of anxiety, hostility. depression and self-consciousness.

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Openness to Experience

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Personality dimension of the Five Factor model describing people as imaginative, creative, curious and aesthetically sensitive.

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Extroversion

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Personality dimension of the Five Factor model describing people who are outgoing, talkative, sociable and assertive.

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Myers Briggs Type Indicator

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An instrument designed to measure the elements of Jungian personality theory.

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Utilitarianism

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Greatest good for the greatest good of people. Majority rules.

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Individual Rights

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Fundamental entitlements in society.

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Distributive Justice

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People who are similar should receive similar benefits and similar burdens.

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Individualism

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Describes the degree to which individuals in a culture emphasize independence and uniqueness. U.S.A.

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Collectivism

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Describes the degree to which people in a culture emphasize duty to groups they belong to and to group harmony. Italy has high amount. americans have low amount.

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Power Distance

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Degree to which people in a culture accept unequal spread of power in a society. Indian has high amount.

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Uncertainty Avoidance

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Degree to which people in a culture tolerate ambiguity (low amount) or feel threatened by ambiguity and uncertainty (high amount). High in Greece and Japan. Low in Denmark and Singapore.

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Achievement Nurturing Orientation

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Degree to which people in a culture emphasis competitive or cooperative relations with others. High in Japan and low in Sweden.

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Self-Concept

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An individuals self beliefs and self evaluations.

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Self-Enhancement

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A person's inherent motivation to have a positive self-concept such as being attractive, lucky, ethical and important.

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Self-Verification

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A person's inherent motivation to confirm and maintain his/her existing self-concept.

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Self-Evaluation

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Evaluating ourselves by the three concepts of self-esteem, self-efficay and locus of control.

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Social Self

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Defining ourselves in terms of the groups we belong to.

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Social Identity Theory

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A theory that explains that people define themselves by the groups to which they belong or have an emotional attachment.

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Perception

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The process of receiving information about and making sense of the world around us.

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Categorical Thinking

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Organizing people and objects into preconceived categories that are stored in our long-term memory.

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Mental Models

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Visual or relational images in our mind that represent the external world.

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Internal attribution

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Perception that behaviour is caused by person's own motivation or ability.

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External attribution

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Perception that behaviour is caused by situation or fate. Beyond persons control.

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Fundamental attribution error

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Tend to be more critical of others rather than ourselves.

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Self-seving Bias

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Attributing our success to internal factors and failures to external factors.

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Attribution Process

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A perceptual process of deciding whether an observed behaviour or event is caused largely by internal or external factors.

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Self-Fulfilling Prophecy

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The perceptual process in which our expectations about another person cause that person to act in a way that is consistent with those expectations.

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Halo effect

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Occurs when our general impression of a person, usually based on one prominent characteristic, distorts our perception of other characteristics of that person.

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False-Consensus Effect

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a perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own.

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Primacy effect

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A perceptual error in which we quickly form an opinion of people on the basis of first information we receive about them.

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Recency effect

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A perceptual error in which the most recent information dominates our perception of others.

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Contact Hypothesis

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A theory stating the more we interact with someone, the less prejudice or perceptually biased we will be against that person.

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Global Mindset

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An individual's ability to perceive, know about, and process information across cultures.

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Emotional Labour

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The effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions.

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Emotional Dissonance

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The conflict between required and true emotions.

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EVLN Model

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The four ways employees respond to job dissatisfaction.

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Service Profit Chain Model

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A theory explaining how employees' job satisfaction influences company profitability indirectly through service quality, customer loyalty, and related factors.