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OB Chapter 1

McShane/Von Glinow Chapter 1

TermDefinition
Organizational behavior (OB) Study of what people think, feel and do in and around organizations
Organizations Groups of people who work interdependently toward some purpose
Open systems perspective Organizations depend on external environment for resources, affect environment through outputs, and consist of internal subsystems that transform inputs to outputs
Organizational efficiency Amount of outputs relative to inputs in the organization's transformation process
Organizational learning Perspective that organizational effectiveness depends on org's capacity to acquire, share, use and store knowledge
Intellectual capital Org's stock of knowledge, including human capital, structural capital, and relationship capital
Human capital Stock of knowledge, skills and abilities among employees that provide economic value to the org
Structural capital Knowledge embedded in org's systems and structures
Relationship capital Value derived from org's relationships with other customers, suppliers, and others
High-performance work practices (HPWP) Perspective that effective orgs incorporate workplace practices to leverage the potential of human capital
Stakeholders Individuals, groups and other entities that affect and/or are affected by the org's objectives and actions
Values Relatively stable, evaluative beliefs that guide preferences for outcomes or courses of action
Corporate social responsibility (CSR) Organizational activities intended to benefit society and environment that are beyond the firm's immediate financial interests or legal obligations
Ethics Study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad
Globalization Economic, social and cultural connectivity with people in other parts of the world
Surface-level diversity Observable demographic or physiological differences in people
Deep-level diversity Differences in psychological characteristics of people (i.e., personalities, beliefs, attitudes and values)
Work-life balance Degree to which person minimizes conflict between work and non-work activities
Virtual work Work performed away from traditional physical workplace using information technology
Evidence-based management Practice of making decisions and taking actions based on research evidence
Created by: ProfessorLinda
 

 



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