Ob Chapter 1

Human capital

Employees’ knowledge, skills, and abilities (KSAs) that add value to an organization

Social capital

Resources gained through relationships and social network

Goals of OB

Predicting behaviour- Using patterns and research to anticipate how people will act at work

Explaining behaviour-Understanding why people behave a certain way (e.g., quitting, innovating, disengaging

Managing behaviour- of getting things accomplished in organizations through others.

evidence based management

Using the best scientific evidence to guide organizational decisions and practices

Classical viewpoint

Make organizations efficient through structure, rules, and hierarchy

• High specialization of labour

• Strong coordination between departments

• Centralized decision-making (top-down control)

Scientific management ( Fredrerick t)

• Uses research to determine best ways to do tasks

• Promotes standardization and efficiency

• Introduced clear instructions and function-based supervision (e.g., one supervisor for training, one for discipline)

What is Bureaucracy (Max Weber)

• ideal organization with structured systems and fairness

• strict chain of command, detailed rules,

• Based on rules, hierarchy, and merit

Human Relations View

• Emphasizes the social needs of workers

• Believes good relationships and attention improve motivation and performance

• Grew out of studies like the Hawthorne Experiments

Scientific Management (Frederick Taylor)

• Uses research to determine best ways to do tasks

• Promotes standardization and efficiency

• Introduced clear instructions and function-based supervision (e.g., one supervisor for training, one for discipline)

Contingency approach

idea that there is no one best way to manage; the most effective approach depends on the specific situation, including people involved and goal

ex. Managing a payroll department requires strict, bureaucratic control because tasks are routine and need accuracy, while Resesrch team needs flexibility to foster creativity.

informational roles

these roles involve collecting, sharing, and communicating information to help the organization function smooth

Spokesperson – Communicates the organization's plans, actions, or results to outsiders.
Example: A manager presents the company’s quarterly results at a press conference

interpersonal roles

focus on relationships with others, both within and outside the organization

ex. leader -Directs and motivates employees, and manages their performance.
Example: A manager gives feedback during performance reviews.

Decisional roles

roles involve making choices, solving problems, and allocating resources

ex. Entrepreneur – Initiates and encourages innovation and change.
Example: A manager proposes launching a new product line.

4 main managerial actives

• Routine Communication – Includes meetings, emails, and paperwork (basically the day-to-day info flow).

• Traditional Management – Focuses on planning, decision-making, and controlling.

• Networking – Involves building relationships, both inside (socializing, politicking) and outside the organization (industry contacts, partnerships).

• Human Resource Management (HRM) – Includes motivating employees, resolving conflicts, staffing, training, and disciplining.

Workplace Spirituality

work environment that gives employees a sense of meaning, purpose, community, and connection with others

ex. Employees feel motivated because their job aligns with their personal values and they enjoy supportive teamwork

organizational care

Company values focused on meeting employees’ needs, supporting their best interests, and appreciating their contributions.

ex. company offers wellness programs and regularly recognizes employee achievements.

Positive Organizational Behaviour (POB)

study and use of positive human strengths and psychological capacities that can be developed and managed to improve work performance

ex. Training employees to build optimism and resilience to enhance productivity

Psychological Capital (PsyCap)

positive mental state in employees marked by self-efficacy, optimism, hope, and resilience

ex.employee confidently tackling new challenges and bouncing back after setbacks.

Self-efficacy

belief in one’s ability to successfully complete challenging tasks through effort

ex. worker who believes they can learn a new software tool and applies themselves until proficien

Talent Management

organization’s processes for attracting, developing, retaining, and deploying skilled people to meet current and future business needs.

ex. company offering leadership training programs to groom employees for future management roles.

Employee engagement

positive work-related state of mind characterized by vigour (energy), dedication, and absorption (being fully focused).

Corporate Social Responsibility (CSR)

When a company takes responsibility for its impact on people and the planet while still aiming for success.

• External CSR: Helping the community/environment (e.g. donating to charities, clean water projects).

• Internal CSR: Supporting employees (e.g. diversity programs, safe work conditions).

Independent variable

Predicts or causes change

ex. Leadership style (e.g., supportive vs. strict)

Dependent variable

the outcome that changes as a result

ex.Employee motivatioion

moderating variable

Influences the strength or direction of the relationship

ex. Employee personality

Mediating variable

Explains how or why the independent variable affects the dependent one.

ex. Trust in the leader

Observational techniques

Watch and listen to what people do in the workplace—no interference.

Participant Observation

researcher actually joins the group being studied

Correlational Techniques

Measure variables to see if they’re related—no changes made

Study finds that employees who report high job satisfaction also tend to have fewer sick days.

Experimental Techniques

Researchers change one thing (independent variable) and see what happens to another (dependent variable)—in a controlled setting

ex. manager gives one team weekly feedback (manipulated variable) and leaves another team as usual. Then they compare both teams' motivation levels.

Correlation vs. Causation

ex. Researchers notice that employees who say their supervisor is friendly are also more productive

Friendly supervisors = more productive employees?

This is a correlation, not causation.

Issues that confront reserarch

• Sampling: Selecting a group from a population to represent the whole.

• Hawthorne Effect: When people change their behavior because they know they’re being observed.

• Ethical: Doing what’s morally right and fair in research or business