Organizational Behavior: Ch1
Terms in this set (31)
Understanding and managing people at work.
System of consciously coordinated activities or forces of two or more people. Help us achieve things collectively that we could not achieve alone.
3 levels of OB
Individual, group, organizational.
Landmarks in OB
Human relations movement, quality movement, Internet and social media revolution, age of human and social capital
Human Relations Movement
Hawthorne Legacy: thought to be supportive supervision
Writings of Mayo/Follett: motivate, attend to emotional needs
McGregor's Theory Y
McGregor's Theory Y
A modern and positive set of assumptions about employees being responsible and creative.
Theory X is how managers perceive employees negatively.
Engaged (innovative), disengaged (sleepwalk), actively disengaged (act unhappy)
Assumptions about Human Nature
Employees seen as active social beings and took steps to create more humane work enviornments
Compared American quality to Japanese. Six Sigma programs, encourages precision and predictability. Constant expectation for greatness.
Total quality management
An organization culture dedicated to training, continuous improvement, and customer satisfaction.
Formal training, helpful leadership, elimination of fear, emphasis on process improvements (not quotas), teamwork, elimination of barriers to good workmanship.
85-15% rule (85% chance management's fault)
Do it right the first time, listen to/learn from customers and employees, make continuous improvement an everyday matter, build teamwork, trust, and mutual respect.
Internet and Social Media Revolution/e-business
Running the entire business via the Internet and managing virtual teams.
Value freedom, customize everything, be skeptical, value integrity, good collaborators, thrive on speed, love to innovate
Human and Social Capital
Knowledge workers add value by using brains rather than brawn. Important because increase in technology, growing middle class, offshoring sophisticated jobs, relatively poor math/science in US, retiring baby boomers
The productive potential of one's knowledge and actions
Productive potential resulting from strong relationships, good will, trust, and cooperative effort.
Process of working with and through other to achieve organizational objectives, efficiently and ethically, amid constant change.
21st Century Managers
Ego centered leaders replaced by customer centered leaders. Employees seen as internal customers.
Using management tools and techniques in a situationally appropriate manner; avoiding the one-best-way mentality.
Study of moral issues and choices
Corporate Social Responsibility
The notion the corporations have an obligation to constituent groups in society other than stockholders and beyond that prescribed by law or union contract.
Be profitable (what is required by global capitalism), obey the law (what is required by global stakeholders, Be ethical (what is expected by global stakeholders), be a good global corporate citizen (what is desired by stakeholders)
Pressure for results start early
Middle and lower level managers act unethically in the face of perceived pressure for results. Especially if rewarded for results.
Reporting unethical/illegal acts to outside third parties
(personal Call to Action) Morally attentive
Faithfully considering the ethical implications of one's actions. Must want to do the right thing and have the courage to act.
Pools the results of many studies through statistical procedure
Examination of variables in real-life settings
Manipulation and measurement of variables in contrived situations
Questionnaire responses from a sample of people
In-depth study of a single person, group, or organization