Managment CH 1

Organizational behavior

The study of understanding and improving the attitudes and behaviors of individuals and groups in organizations

Extrinsic motivations

behavior driven by external rewards like bonuses or recognition

Intrinsic motivations

The desire to put forth work effort due to the sense that task performance serves as its own reward

Inimitable

A resource is more valuable when it is inimitable, meaning it cannot be imitated

Socially complex Resources

Resources that aren’t always clear how they came to develop

Rule of 1/8th

At best, 12% or 1/8 of organizations will actually do what is required to build profits by putting people first, and only 1/8 believe it’s important and sustain the elements of organizational behavior

meta-analysis

when you look back at the test results and create an average correlation across all of the studies

Attitudes

An internal feeling about something

Behaviors

an observable action that a person performs

What are the two individual outcomes of organizational behavior

Job performance and organizational commitment

Theories of why we know what we know

Method of experience: some people believe this is because it is consistent with their own experience and observations

Method of intuition: some people believe this is because it seems self-evident or it “just stands to reason”

Method of Authority: some people believe that this is because some people respected an official, agency, or source that has said it so

Method of science: Some people believe this because scientific studies have proven something using a series of samples, settings, and methods

What are some factors that affect performance and commitment

Individual mechanisms ( job satisfaction, stress, motivation, trust etc.)

Individual characteristics: (personality, cultural values, ability)

Group mechanisms: ( team characteristics and diversity, team processes and communication)

Organizational mechanisms: (organizational structure, organizational culture)