Individuals and Groups in Organizations - Organizational Behaviour and Management

Flashcards covering key concepts from the lecture on Organizational Behaviour and Management.

Organizational Behaviour

The attitudes and behaviors of individuals and groups in organizations.

Organizational Capital

Refers to the knowledge, skills, and abilities (KSAs) embodied in the employees.

Social Capital

The social resources obtained from participation in a social structure, including relationships both internal and external to the organization.

Evidence-based management

Decision-making based on scientific evidence from social science and organizational research.

Classical View and Bureaucracy

An early management perspective that emphasized high specialization and centralized decision-making.

Human Relations Movement

Focus on psychological and social factors that influence productivity, emphasizing employee welfare.

Contingency Approach

Recognizes that there is no one best way to manage; management style should depend on the demands of the situation.

Managerial Roles

Categorized into three types: informational, interpersonal, and decisional.

Positive Organizational Behaviour

The study and application of positively oriented human resource strengths and psychological capacities.

Psychological Capital

An individual’s positive psychological state characterized by self-efficacy, optimism, hope, and resilience.

Employee Well-being

Focus on creating a psychologically healthy workplace that promotes mental health and reduces stress.

Diversity, Equity, and Inclusion (DEI)

Focus on creating a diverse workforce and ensuring equitable treatment and inclusion for all employees.

Talent Management

Practices aimed at attracting, developing, and retaining skilled employees.

Precarious Work

Refers to jobs that are unstable, uncertain, and without benefits or protections.

Corporate Social Responsibility

An organization’s commitment to its societal impact, focusing on ethical practices and stakeholder welfare.

Advanced Technology and Work Future

Refers to the implications of rising technology use on work processes and employee experiences.

Personality

The relatively stable set of psychological characteristics that influences individual interactions.

Trait Activation Theory

Suggests that certain situations activate specific personality traits to influence behavior.

5 Factor Model of Personality

Includes extraversion, emotional stability, agreeableness, conscientiousness, and openness to experience.

Job Satisfaction

The collection of attitudes that workers have toward their jobs.

Organizational Commitment

The strength of the linkage between an employee and an organization.

Transformational Leadership

Leadership that inspires and motivates followers to achieve beyond expectations and fosters commitment.

Servant Leadership

Leadership that prioritizes serving the needs of followers and emphasizes their development.

Path-Goal Theory

A situational theory that identifies effective leader behaviours depending on employee characteristics and task structure.

Leader-Member Exchange (LMX) Theory

Focuses on the relationship quality between leaders and followers and its effects on organizational outcomes.

Empowering Leadership

Leadership that fosters employee autonomy and participation in decision-making.

Organizational Culture

The shared beliefs, values, and assumptions that shape the behavior of individuals in an organization.

Socialization

The process by which newcomers learn the attitudes, knowledge, and behaviours necessary to function in an organization.

Realistic Job Previews (RJPs)

Provide job applicants with a balanced view of the positive and negative aspects of a job.

Psychological Contract

The mutual expectations between an employer and employee regarding obligations.

Cross-Functional Teams

Work groups that bring together individuals with different specialties to collaborate on shared goals.

Virtual Teams

Work groups that use technology to communicate and collaborate across distances.

Collective Efficacy

Shared beliefs in a team’s ability to perform a given task.

Gender and Leadership

Differences in leadership styles and perceptions based on gender.

Diversity in Leadership

Ensuring representation in leadership positions from diverse backgrounds.

Cultural Intelligence (CI)

The ability to function and manage effectively in culturally diverse environments.