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Flashcards in Week 1 Intro to OB Deck (69):
1

Organisational behaviour defined

–The study of what people think, feel and do in and around organisations

2

Organisations defined

–Groups of people who work interdependently toward some purpose –Collective entities

–Collective sense of purpose

3

Why study OB

•Satisfy the need to understand and predict •Helps us to test personal theories

•Influence behaviour—get things done

•OB improves an organisation’s financial health

•OB is for everyone

4

Open System Perspective sees an effective organisations as able to

–Maintain a close ‘fit’ with changing conditions

–Transform inputs to outputs efficiently and flexibly

5

Organsiational Effectiveness 

A broad concept represented by several perspectives, including the organisation's fit withthe external environment, the configuration of internal subsystems fo high performance and an emphasis on organistation learning and ability to satisfy the needsof the key stakeholders.

 

6

What is considered to be the ultimate dependable variable in organisational behaviour?

Organisational Effectiveness

7

Four Perspectives of Organisational Effectiveness

•Open systems perspective

•Organisational learning perspective

•High performance work practices perspective

•Stakeholder perspective

8

Is a perspective which holds that organisations depend on external environment for resources, affect that environmet through their output and consist of internal subsystems that transform inputs into outputs 

Open Systems

9

Intellectual Capital

- Human Capital - Structural Capital - Relationship Capital

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Knowledge that people possess and generate

Human Capital

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Knowledge captured in systems and structures

Structural Capital

12

Relationship Capital

Value derived from satisfied customers, reliable suppliers, etc.

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The Human Capital Advantage comprises of •Employee _______, skills and abilities •Competitive _____ because: –Helps discover opportunities and minimise ________ in the external environment –Rare and difficult to imitate –Non-substitutable: not easily replaced by technology

knowledge, advantage, threats

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Organisational learning processors

Knowledge Acquisition knowledge Sharing knowledge Use knowledge Storage

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Knowledge Acquisition

Learning Scanning Grafting Experimenting

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Knowledge Sharing

Communication Training Info Systems Observation

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Knowledge Use

Sense Making Awareness Autonomy Empowerment

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Open Systems Perspective

•Organisations are complex systems that ‘live’ within (and depend upon) the external environment

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According to the ______ _______ perspective organsiations are effective when they maintain a good fit with their external environment.

Open Systems.

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Foundation for the other three organisational effectiveness perspectives

Open systems perspective

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Closed systems 

operate without dependence on or interaction with a an external environment

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Describes a permeable relationship

 

 

Open Systems

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Stock

Intellectual capital

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organisation’s processes of knowledge acquisition, sharing, use and storage

Flow

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Flow

 

Q image thumb

–organisation’s processes of knowledge acquisition, sharing, use and storage

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Competitive advantage

  • Helps discover opportunities and minimise threats in the external environment
  • Rare and difficult to imitate
  • Non-substitutable: not easily replaced by technology

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Organisational Learning Perspective

An organisation’s capacity to acquire, share, use and store valuable knowledge

•Need to consider both stock and flow of knowledge
–Stock: intellectual capital
–Flow: organisation’s processes of knowledge acquisition, sharing, use and storage

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A companys stock of knowledge comprised of 3 forms of capital including human capital, structural capital and relationship captial

Intellectual Capital

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The stock of knowledge, skills and abilities amongst employees  that provides economic value to the organistaion.

Human Capital

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The Human Capital Avantage consits of _____ knowledge, skills and abilities, as well as providing _____ advantage.

employee, compettive

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Knowledge caprtured in Systems and Structures

Structural Captial

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___________: Value derived from Satisfied customes, realiable suppliers, etc

Relationship Capital

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A perspective which holds that organisational effectiveness depends on the organisations capacity to acquire, share, use and store valuable knowledge.

Organisational Learnings Perspective.

34

Name the four Organisational Learning Processes

  • Knowledge Sharing
  • Knowledge Use
  • Knowledge Storage
  • Knowledge Aquistition

35

Knowledge Sharing

  • Communication
  • Training
  • Information systems
  • Observation

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Knowledge use

  • Knowledge awareness
  • Sense making
  • Autonomy
  • Empowerment

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Knowledge Storage

  • Human memory
  • Documentation
  • Practices and habits
  • Databases

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Knowledge Aquisition

  • Individual learning
  • Environment scanning
  • Grafting
  • Experimentation

39

_____ _____is the capacity to recognise the value of new information, _____ it and use it for _____-____ activities.

Absorbitive Capacity, assimilate, value-added.

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The storage and preservation of interlectual capital

Organisational memory

41

HPWP is 

High-performance work practice - Workplace practices that leverage the potential of human capital

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A perspective which holds that effective organisations incorporate several workplace practices that leverage the potential of human capital.

HPWP

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  • Employee involvement
  • Job autonomy
  • Employee competence (training, selection)
  • Reward performance and competencies

Four HPWPs 

44

Stakeholder Perspective

•Personalises the open systems perspective

45

Individuals, Organisations and other entities who affect , or are affected by, the organisation's objectives and actions.

Stakeholders

46

Organisation's comprise of

  • Customers
  • Shareholders
  • Labour unions
  • Joint venture partners
  • Suppliers
  • Communities and charities
  • Special interest groups
  • Governments
  • Employees
  •  

47

Values

Relatively stable, evaluative beliefs that guide a person's preferences for outcomes or courses of action in a variety of situations.

48

The study of the moral principles or values that determine whether actions are right or wrong and whether outcomes are good or bad.

Ethics

49

CSR

Corporate social responisibility

50

Organisational activites intended to benefit society and the environmentbeyond the comny's immediate financial interests or legal obligations.

Corporate Socisl responsibility

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–Economy, society environment 

•Triple bottom line

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Effects of globalisation on organisations

–Cost efficiencies, innovation, knowledge

–Increasing diversity

–Increasing competitive pressures, intensification

53

Globalisation 

•Economic, social and cultural connectivity with people in other parts of the world

•Improved communication and transportation systems have increased globalisation

54

Which perspective emphasises adaptiveness and relates directly to leadership and organisational change

55

The Open Systems Perspective's transformation process relates to ____ _____, ______ ______ and relations between subunits in terms of _____ and power and _____

56

Which perspective highlights the importance of communication, creativity, employee involvement and topics regarding decision making?

57

Which perspective directly cats light on team dynamics, employee motivation, rewards and most individual-level topics?

58

Which perspective has direct relevance to values and ethics, organisational culture and decision making?

The Stake Holder Approach.

59

•Improved _____ and transportation systems have increased _____

communication, globalisation

60

The observable demographic or physiological diferences in people, such as their race, ethnicity, gender, age and physical disabilities

61

Differences in the psychological characteristics of employess, including personalities, beliefs, values and attitudes.

Deep-level diversity.

62

The degree to whcih a person minimises conflict between work and non-work demands

Work-life balance

63

Work performed away from the traditional physical workplace by means of information technology.

Virtual work.

64

What are the 4 Organisational Behaviour Anchors

Systematic Research anchor

Multidisciplinary Anchor

Contingency Anchor

Multiple levels of analysis anchor

65


Systematic research anchor states that OB should study organsiations using
 

systematic research methods.

66




The Multidiciplinary anchor suggests that OB should import knowledge from












 

other disciplines and not just create its own knowledge

67






Contingency anchor states that OB theory should recognis that 










 

effects of actions often vary with the situation.

68


Multiple levels of analysis anchor: Ob events should be understood from three levels of analysis -








 

 individual, team and organisation

69

The practice of making decisions and taking actions based on research evidence

evidence-based management.