Organizational Behaviour: Fundamentals, Theories, and Individual Dynamics

Vocabulary practice flashcards covering Organizational Behaviour concepts, management evolution, organizational structure, motivation theories, behavioral reinforcement, organizational learning, and individual differences.

Organizational Behaviour (OB)

The systematic study of how individuals and groups behave within an organization and how organizational systems influence that behaviour to improve workplace effectiveness.

Organizational Behaviour Framework

The multi-level perspective examining human behaviour across the Individual level (attitudes, personality, motivation), the Group level (teamwork, leadership, dynamics), and the Organizational level (structure, culture, systems) to achieve organizational effectiveness.

Psychology (in OB)

The behavioural science discipline that studies individual behaviour, mental processes, personality, perception, learning, emotions, and motivation to explain employee differences and performance.

Sociology (in OB)

The behavioural science discipline that examines groups, social relationships, group norms, communication structures, and organizational culture.

Social Psychology (in OB)

A field integrating concepts from psychology and sociology to analyze interpersonal influence, group decision-making, attitude formation, leadership, conflict, and cooperation.

Political Science (in OB)

The discipline that examines power dynamics, authority, conflict resolution, and how decisions are made among competing interests within organizational hierarchies.

Anthropology (in OB)

The study of human societies that assists in understanding organizational culture, diversity, shared values, rituals, and cross-cultural differences in global workplaces.

Autocratic Model

A model of organizational behaviour based on managerial power and authority, characterized by centralized top-down control, employee dependence on management, and compliance.

Custodial Model

A model of organizational behaviour focusing on economic security, employee welfare, and benefits, leading to employee security, stability, and organizational loyalty.

Supportive Model

A model of organizational behaviour that emphasizes managerial leadership, employee support, and growth opportunities, yielding employee participation and commitment.

Collegial Model

A model of organizational behaviour centered on partnership, teamwork, cooperation, and distributed authority, encouraging shared decision-making and high performance.

Hawthorne Studies

A landmark series of workplace investigations conducted at Western Electric's Hawthorne Works demonstrating that social factors, informal groups, and attention from supervisors impact employee productivity more than physical working conditions.

Hawthorne Effect

The tendency of individuals to alter and improve their work performance and behaviour when they are aware of being observed and valued.

Scientific Management Approach

An early 1900s management movement focused on the systematic analysis of tasks, task specialization, standardization, and efficiency.

Administrative Management Approach

A 1930s management approach concentrating on general principles of management, including planning, organizing, directing, coordinating, and controlling.

Bureaucratic Theory

A 1940s management framework emphasizing a formal hierarchy, clearly defined roles, standardized procedures, and strict adherence to written rules.

Human Relations Approach

A 1950s management approach that highlighted social relationships, individual needs, informal group dynamics, and workplace communication as primary determinants of morale and productivity.

Contingency Approach

A management perspective asserting that there is no single universal way to manage, and that the appropriate managerial style or structure depends on situational variables.

Organizational Structure

The formal framework defining roles, reporting relationships, decision-making authority, and lines of communication across a company.

Span of Control

The specific number of subordinates directly reporting to and supervised by a single manager.

Formalization

The degree to which employee roles, workplace tasks, and administrative procedures are standardized through written rules and policies.

Functional Organizational Structure

An organizational structure that groups employees into specialized departments based on functional areas (e.g., Marketing, HR, Finance, R&D) to maximize departmental efficiency and expertise.

Divisional Organizational Structure

An organizational design that partitions a company into semi-autonomous business units based on specific products, customer types, or geographical territories, with each unit operating like a mini-company.

Matrix Organizational Structure

A hybrid structure combining functional and divisional frameworks that imposes dual reporting lines, requiring employees to report to both a functional manager and a project manager.

Motivation Process

The psychological sequence starting from Need (deprivation), which produces Drive (tension to fulfill the need), leading to Actions (goal-directed behaviour), and concluding with Satisfaction (reduction of the drive).

Performance Equation

The conceptual model establishing that job performance is determined by three interacting factors: $\text{Performance} = \text{Ability} \times \text{Motivation} \times \text{Opportunity}$.

Maslow's Need Hierarchy Theory

A content motivation theory arranging human needs into five progressive tiers: Physiological, Safety, Social, Esteem, and Self-actualization.

Hygiene Factors

Extrinsic workplace conditions in Herzberg's Two-Factor Theory (such as salary, working conditions, supervision, and company policies) that do not create high motivation but cause dissatisfaction when deficient.

Motivational Factors

Intrinsic job factors in Herzberg's Two-Factor Theory (such as recognition, advancement, personal growth, and meaningful work) that actively stimulate job satisfaction and motivation.

McClelland's Need Theory

A motivational theory proposing three major learned needs: Need for Achievement (nAch; desire for challenging goals and success), Need for Affiliation (nAff; desire for friendly relationships), and Need for Power (nPow; desire for control and influence).

Expectancy Theory

Victor Vroom's process theory stating that motivation depends on three components: Expectancy (effort leads to performance), Instrumentality (performance leads to reward), and Valence (value of reward), summarized as: $\text{Motivation} = \text{Expectancy} \times \text{Instrumentality} \times \text{Valence}$.

Equity Theory

J. Stacy Adams' theory positing that employees judge fairness in the workplace by comparing the ratio of their personal inputs and outcomes to the perceived input-outcome ratios of coworkers.

Goal-Setting Theory

Edwin Locke's theory stating that setting specific, measurable, challenging, achievable, and time-bound goals, coupled with feedback, significantly improves performance.

Operant Conditioning

B.F. Skinner's reinforcement framework that shapes behaviour through Positive Reinforcement (adding pleasant stimuli), Negative Reinforcement (removing unpleasant stimuli), Punishment (introducing unpleasant consequences), and Extinction (withholding reinforcement).

Organizational Learning Process

The five-stage cycle whereby an organization systematically gathers, shares, interprets, applies, and evaluates knowledge: Knowledge Acquisition, Knowledge Sharing, Knowledge Interpretation, Knowledge Application, and Feedback.

Financial Incentives

Direct monetary rewards offered to motivate employees toward organizational objectives, including salary increases, bonuses, commissions, profit sharing, and performance-related pay.

Non-Financial Incentives

Non-monetary rewards aimed at fulfilling higher-order psychological needs, such as recognition, career advancement, promotion, responsibility, and job autonomy.

Personality

The relatively enduring constellation of thoughts, feelings, attitudes, and behaviours that distinguishes an individual, shaped by heredity, environment, situation, and experience.

Big Five Personality Traits

A personality trait framework evaluating five major dimensions: Openness (imagination/curiosity), Conscientiousness (discipline/organization), Extroversion (sociability/assertiveness), Agreeableness (cooperation/trust), and Neuroticism (emotional instability/anxiety).

Type A Personality

A personality pattern marked by intense competitiveness, chronic time urgency, impatience, high achievement orientation, and immersion in work.

Type B Personality

A personality pattern characterized by a relaxed demeanor, patience, low time urgency, and a less competitive outlook.

Values

Core beliefs and enduring convictions regarding what an individual or society considers important, desirable, and ethically right or wrong.

Beliefs

Specific cognitive assumptions or descriptive perceptions that an individual accepts and holds to be true or valid.

Attitude

A relatively persistent positive or negative evaluation, feeling, or behavioral tendency directed toward a specific person, object, idea, or situation.

ABC Model of Attitudes

The three-component framework of attitudes comprising Affective (emotions and feelings), Behavioural (intentions to act), and Cognitive (beliefs, thoughts, and opinions).