PSY 3113 Chapter 1

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60 Terms

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- Become a better employee

- Become a better manager

- Understand how people behave and why they do what they do

- Help you focus on developing a global mindset

Studying OB can help you: (4)

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Motivated, engaged employees whose goals align with business

strategy

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Strong leadership and direction

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Better bottom lines

Organizations that successfully implement OB principles have: (3)

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Planning

Organizing

Leading

Controlling

The 4 Management Functions

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human, financial, physical, and information

Resources Used By Managers

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Planning

Determining an organization's desired future position and the best means of getting there

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Organizing

Designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units

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Leading

Getting the organization's members to work together toward the organization's goals

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Controlling

Monitoring and correcting the actions of the organization and its members to keep them directed toward their goals

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technical, interpersonal, conceptual, diagnostic

Critical Managerial Skills (4)

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Technical Skills

The skills necessary to accomplish specific tasks within the organization

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Interpersonal Skills

to communicate with, understand, and motivate individuals and groups.

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Conceptual Skills

the manager's ability to think in the abstract. A manager with this is able to see the "big picture." That is, he or she can see opportunity where others see roadblocks or problems.

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Diagnostic Skills

allow managers to better understand cause-and-effect relationships and to recognize the optimal solutions to problems.

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Human Resource Management (HRM)

The set of organizational activities directed at attracting, developing, and

maintaining an effective workforce

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Competitive advantage

An organization's edge over rivals in attracting customers and defending itself against competition

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innovation, distribution, speed, convenience, first to market, cost, service, quality, branding

Sources of Competitive Advantage (9)

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Innovation

Developing new products, services, and markets and improving current ones.

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Distribution

dominating these channels to block competition

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Speed

Excelling at getting your product or service to consumers quickly

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Convenience

Being the easiest for customers to do business with

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First to Market

Introducing products and services before competitors

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Cost

Being the lowest-cost provider

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Service

Providing the best customer support before, during, or after the sale

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Quality

Providing the highest-quality product or service

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Branding

Developing the most positive image

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Cost Leadership

Striving to be the lowest-cost producer for a particular level of product quality.

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Cost Leadership

This strategy emphasizes on operational excellence

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Operational Excellence

Maximizing the efficiency of the manufacturing/product development process to minimize costs

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Differentiation

Developing a product or service that has unique characteristics valued by customers

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Organizational behavior

the study of human behavior in:

- organizational settings,

- the interface between human behavior and the organization,

- the organization itself

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Differentiation

This strategy emphasizes on product innovation

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Product Innovation

developing new products or services

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Specialization

Focusing on a narrow market segment or niche and pursuing either a differentiation or cost leadership

strategy within that market segment.

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Specialization

This strategy emphasizes on customer loyalty.

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Customer loyalty

delivering unique and customizable products or services to meet customers'

needs.

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Growth Strategy

Company expansion organically or through acquisitions

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Scientific Management

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First formal study of OB (1890s), abandoned after WWI

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Maximized productivity but led to monotonous, dehumanizing conditions

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Hawthorne Effect

the alteration(improvement) of behavior by the subjects of a study due to their awareness of being observed.

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Human Relations Movement

Viewed organizations as cooperative systems

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Treated workers' orientations, values, and feelings as important parts of

organizational dynamics and performance

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Created a new era of more humane, employee-centered management

and highlighted the importance of people to organizational success

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But was hampered by unsound research methods

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Systems Perspective

An interrelated set of elements that function as a whole—inputs are

combined/transformed by managers into outputs from the system

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Situational Perspective

suggests that in most organizations, situations and outcomes are influenced by other variables

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Universal Model

Presumes a direct cause-and-effect linkage between variables

Complexities of human behavior and organizational settings make universal conclusions virtually impossible

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Interactionalist Perspective

Focuses on how individuals and situations interact continuously to

determine individuals' behavior

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Attempts to explain how people select, interpret, and change various

situations

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Enhance behaviors and attitudes

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Promote citizenship

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Minimize dysfunctional behaviors

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Drive strategic execution

Managers' goals (4)

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Productivity

▪ Narrow measure of efficiency: number of products or services created per

unit of input

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Performance

▪ Broader concept made up of all work-related behaviors

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Commitment

▪ The degree to which an employee considers himself or herself a true

member of the organization, overlooks minor sources of dissatisfaction,

and intends to stay with the organization

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Organizational citizenship

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Behaviors that make a positive overall contribution to the organization

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Encompasses all factors outside the strict requirements of the job

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Dysfunctional behaviors

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Behaviors that detract from, rather than contribute to, organizational

performance

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Strategic execution

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The degree to which managers and their employees understand and

carry out the actions needed to achieve strategic goals

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Assessed at the individual/group level, the organizational level, and in

terms of financial performance

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Intuition

the ability to understand something immediately, without the need for conscious reasoning.

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Scientific Method

a useful approach to learning more

about organizational behavior.

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theory

is a collection of verbal and symbolic assertions that specify

how and why variables are related, and the conditions under which they

should and should not relate.

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hypothesis

is a written prediction specifying expected relationships

between certain variables.

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independent variable

is the variable the researchers set

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dependent variable

is the variable the researchers measure

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Correlation

—the strength of the relationship between the two variables

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perfect positive relationship

A +1 correlation is called?

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perfect negative correlation

A -1 correlation is called?

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meta-analysis

is used to combine the results of many different research studies done for a variety or organizations and jobs