Overview and History of Organizational Behavior

Vocabulary flashcards covering key terms and concepts from Chapter 1: Overview and History of Organizational Behavior.

Organizational Behavior (OB)

Applied behavioral science that studies individual and group dynamics in organizational settings.

Goals of OB

1) Explain behavior, 2) Predict behavior, 3) Provide tools to manage behavior toward organizational goals.

Hawthorne Studies

1924–1933 Western Electric experiments showing human and social factors influence productivity.

Hawthorne Effect

Change in participants’ behavior because they know they are being studied.

Illumination Experiments

Hawthorne phase testing light levels; productivity rose in both control and experimental groups due to attention, not lighting.

Relay-Assembly Experiments

Hawthorne phase where improved conditions and social interaction boosted—and sustained—productivity.

Bank-Wiring Experiment

Hawthorne phase revealing group-set production norms and peer pressure overriding wage incentives.

Human Relations Movement

Management approach emerging from Hawthorne work emphasizing social needs and employee well-being.

Scientific Management (Taylorism)

Frederick Taylor’s method of maximizing efficiency through time-and-motion studies and job simplification.

Frederick W. Taylor

Pioneer of Scientific Management advocating incentive systems and precise work design for efficiency.

Theory X

McGregor’s pessimistic view: employees dislike work, avoid responsibility, and require close control.

Theory Y

McGregor’s optimistic view: employees are creative, seek responsibility, and are motivated by meaningful work.

Integrated Delivery Network (IDN)

Health system restructuring that links multiple providers to offer a full continuum of care.

Vertical Integration (Health Care)

Single entity owns multiple care levels (preventive to home health) to meet full patient needs.

Horizontal Integration (Health Care)

Mergers or acquisitions within the same industry segment, e.g., hospital chains consolidating.

Virtual Integration

Coordination of services via agreements, incentives, and information systems rather than common ownership.

Accountable Care Organization (ACO)

Group of providers jointly responsible for coordinated care and cost/quality outcomes for a defined population.

Organizational Theory (OT)

Macro study of entire organizations—their design, structure, and effectiveness.

Organizational Development (OD)

Planned, organization-wide change process aimed at improving overall effectiveness.

Human Resources Management (HRM)

Micro approach focusing on systems, policies, and procedures for managing personnel.

Group Dynamics

Interactions and behavioral norms that develop within formal or informal groups affecting performance.

Declining Reimbursement

Ongoing reduction or alteration of payment schemes that pressures health organizations to boost efficiency.

Value-Based Payment

Reimbursement model rewarding providers for quality and outcomes rather than volume of services.

Managerial Failure Factors

Common causes include poor change management, weak teamwork ability, and inadequate interpersonal skills.