Guide to Harvard Style Refrencing
Chapter 1
What Is Organizational Behaviour?
Key Terms: Managers | Individuals who achieve goals through other people | Organization | A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals | Planning | Defining goals, establishing strategy and developing plans to coordinate activities | Organizing | Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom and where decisions are to be made | Leading | Motivating employees, directing others, selecting the most effective communications channels and resolving conflicts | Controlling | Monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations | Organizational Behaviour | OB. A field of study that investigates the impact that individuals, groups and structure have on behaviour within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness | Systematic Study | Looking at relationships, attempting to attribute causes and effects and drawing conclusions based on scientific evidence | Evidence-Based Management | EBM. Basing managerial decisions on the best available scientific evidence | Intuition | A gut feeling not necessarily supported by research | Contingency Variables | Situational factors: Variables that moderate the relationship between two or more other variables (x leads to y, under condition specified in z, z is contingency) | Workforce Diversity | Organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation and inclusion of other diverse groups | Hindsight Bias | The tendency for people with outcome knowledge to believe falsely that they would have predicted the reported outcome of an event. After learning of the occurrence of an event, people tend to exaggerate the extent
What Is Organizational Behaviour?
Key Terms: Managers | Individuals who achieve goals through other people | Organization | A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals | Planning | Defining goals, establishing strategy and developing plans to coordinate activities | Organizing | Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom and where decisions are to be made | Leading | Motivating employees, directing others, selecting the most effective communications channels and resolving conflicts | Controlling | Monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations | Organizational Behaviour | OB. A field of study that investigates the impact that individuals, groups and structure have on behaviour within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness | Systematic Study | Looking at relationships, attempting to attribute causes and effects and drawing conclusions based on scientific evidence | Evidence-Based Management | EBM. Basing managerial decisions on the best available scientific evidence | Intuition | A gut feeling not necessarily supported by research | Contingency Variables | Situational factors: Variables that moderate the relationship between two or more other variables (x leads to y, under condition specified in z, z is contingency) | Workforce Diversity | Organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation and inclusion of other diverse groups | Hindsight Bias | The tendency for people with outcome knowledge to believe falsely that they would have predicted the reported outcome of an event. After learning of the occurrence of an event, people tend to exaggerate the extent