Organisational Behaviour MBA Flashcards

This set of vocabulary flashcards covers essential terminology, theories, and models from the Foundations of Organisational Behaviour MBA course, ranging from individual behavior and motivation to leadership, power, structure, and corporate social responsibility.

Organisational Behaviour (OB)

The study of how people, both as individuals and in groups, act and interact at work.

Hawthorne Effect

A phenomenon where employee productivity increases not necessarily due to physical changes in the environment, but because they feel valued and observed by researchers.

Contingency Theory

A leadership theory developed by Fred Fiedler which posits that the most effective leadership style is dependent upon specific factors like the task nature and organizational environment.

Systems Theory

A framework viewing organisations as open systems composed of multiple interconnected and interdependent subsystems where changes in one part affect the whole.

Ubuntu Philosophy

An African perspective emphasizing interconnectedness evidenced by the Zulu proverb Umuntu ngumuntu ngabantu, meaning "A person is a person through other persons."

Omoluabi

A Yoruba concept focused on character and integrity, describing a person who embodies virtues like hard work, respect, and community contribution.

African Communalism

A worldview prevalent in many African societies that prioritises the collective over the individual and favors consensus-based decision-making.

Lewin's Equation

$B = f(P, E)$ which states that Behaviour ($B$) is a function ($f$) of Personality ($P$) and Environment ($E$).

The Big Five Personality Traits

A model identifying five core traits: Agreeableness, Openness to Experience, Extroversion, Conscientiousness, and Emotional Stability (Neuroticism).

Locus of Control

A concept relating to how much control an individual feels they have over their situation; categorized as internal (shaping own destiny) or external (relying on luck or powerful figures).

Psychodynamic Theory

Pioneered by Sigmund Freud, it suggests that childhood experiences and an internal battle between the Id, Superego, and Ego shape adult behavior.

Perception

An active process of interpreting surrounding information through a filter comprised of personality, past experiences, and organizational culture.

Halo Effect

The tendency to form an overall positive impression of someone based on a single positive attribute, potentially masking their flaws.

Bounded Rationality

A concept by Simon (1957) stating that managers make decisions with limited time, information, and cognitive resources, leading to simplified shortcuts.

Maslow’s Hierarchy of Needs

A cornerstone of motivation theory arranging human needs in five levels: Physiological, Safety, Love and Belonging, Esteem, and Self-Actualisation.

Hygiene Factors

Elements in Herzberg's Two-Factor Theory (like pay and safe conditions) that foundationally prevent dissatisfaction but do not necessarily spark motivation.

Expectancy Theory

A theory by Victor Vroom focusing on the Effort-Outcome-Reward relationship represented by Expectancy, Instrumentality, and Valence.

Psychological Capital (PsyCap)

A positive psychological state characterized by the four strengths: hope, efficacy, resilience, and optimism.

Self-Determination Theory (SDT)

A theory suggesting people are most motivated when work satisfies three core psychological needs: autonomy, competence, and relatedness.

Group

A collection of two or more individuals who interact, share common goals, and perceive themselves as a distinct unit.

Team

A collection of individuals characterized by a shared purpose, interdependence, collective responsibility, and complementary skills.

Group Norms

Shared expectations or unwritten rules about how members of a group should behave.

Groupthink

A phenomenon where the desire for harmony and consensus within a group overrides critical thinking and individual objectivity.

Tuckman's Stages of Group Development

A sequence of team evolution through five stages: Forming, Storming, Norming, Performing, and Adjourning.

Psychological Safety

A shared belief that the team is safe for interpersonal risk-taking, such as admitting mistakes or proposing novel ideas without fear of punishment.

Work Specialisation

Also known as division of labour, it refers to the degree to which tasks in an organisation are divided into separate, specialized jobs.

Span of Control

The specific number of subordinates that report directly to a manager.

Matrix Structure

A hybrid organizational model where employees report to both a functional manager and a project or product manager, creating a dual chain of command.

Boundaryless Organisation

A structure where traditional internal and external barriers are eliminated, often relying on networks of relationships with outside partners.

Schein’s Model of Culture

A framework dividing organizational culture into three levels: Artefacts (visible), Espoused Values (publicly endorsed), and Basic Underlying Assumptions (deeply ingrained).

Isomorphism

The tendency for organisations within the same field to adopt similar structures and practices over time via coercive, mimetic, or normative pressures.

Initiating Structure

A dimension of leader behavior from the Ohio State Studies involving the definition, organization, and coordination of roles to achieve goals.

Transformational Leadership

A style characterized by the "4 I’s": Idealised Influence, Inspirational Motivation, Intellectual Stimulation, and Individualised Consideration.

Servant Leadership

A leadership approach where the leader prioritises the needs of team members first, focusing on growth, stewardship, and building community.

Legitimate Power

Power derived from an individual's formal position or title within an organisational hierarchy.

Referent Power

Influence based on an individual's personal charisma, likability, and the respect or admiration they command from others.

Impression Management

A political behavior involving deliberate efforts to shape and control one's image in the eyes of others to enhance reputation or credibility.

Common Ingroup Identity Model (CIIM)

A model suggesting that intergroup bias can be reduced by inducing members of different groups to perceive themselves as parts of a single, overarching superordinate identity.

BATNA

An acronym standing for the Best Alternative to a Negotiated Agreement, representing the course of action a party will take if negotiations fail.

Integrative Negotiation

A "win-win" negotiation style where parties collaborate to expand the available resources and find mutually beneficial solutions.

Burnout

A state of emotional, physical, and mental exhaustion caused by prolonged stress, characterized by cynicism and detachment.

Triple Bottom Line (TBL)

A framework measuring organizational performance across three dimensions: People (social), Planet (environmental), and Profit (economic).

Trustworthiness Equation

$$\text{Trustworthiness} = \frac{\text{Credibility} + \text{Reliability} + \text{Intimacy}}{\text{Self Orientation}}$$