Mgmt 305 - Chapter 1

Front 1

Organizational Behavior (OB)

Back 1

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

Front 2

Organizations

Back 2

groups of people who work interdependently toward some purpose

Front 3

Organizational Effectiveness

Back 3

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

Front 4

Open Systems

Back 4

perspective which 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 Efficiency

Back 5

amount of outputs relative to inputs in the organization's transformation process

Front 6

Lean Management

Back 6

cluster of practices to improve organizational efficiency by continuously reducing waste, unevenness, and overburden in the production process

Front 7

Organizational Learning

Back 7

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

Front 8

Absorptive Capacity

Back 8

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

Front 9

Intellectual Capital

Back 9

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

Front 10

Human Capital

Back 10

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

Front 11

Organizational Memory

Back 11

storage and preservation of intellectual capital

Front 12

High-Performance Work Practices (HPWP)

Back 12

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

Front 13

Stakeholders

Back 13

individuals, organizations, and other entities that affect, or are affected by, the organization's objectives and actions

Front 14

Values

Back 14

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

Front 15

Ethics

Back 15

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

Front 16

Corporate Social Responsibility (CSR)

Back 16

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

Front 17

Organizational Citizenship Behaviors (OCBs)

Back 17

various forms of cooperation and helpfulness to others that suppor the organization's social and psychological context

Front 18

Counterproductive Work Behaviors (CWBs)

Back 18

voluntary behaviors that have the potential to directly or indirectly harm the organization

Front 19

Globalization

Back 19

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

Front 20

Surface-Level Diversity

Back 20

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

Front 21

Deep-Level Diversity

Back 21

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

Front 22

Work-Life Balance

Back 22

degree to which a person minimizes conflict between work and non-work demands

Front 23

Virtual Work

Back 23

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

Front 24

Evidence-Based Management

Back 24

practice of making decisions and taking actions based on research evidence