Organisational Behavior

Chapter 1-6

Chapter 1

1. Management functions: planning, organizing, leading and controlling.

2. Management roles: interpersonal, informational and decisional roles.

3. Management skills:

* Technical skills: the ability to apply specialized knowledge or expertise.

* Human skills: the ability to work with, understand and motivate other people, both individually and in groups.

* Conceptual skills: the mental ability to analysis and diagnose complex situations.

4. Organizational behavior: a field of study that investigates the impact that individuals, groups and structure have on behavior within organizations, for the purpose of applying such knowledge towards improving an organization’s effectiveness.

5. According to Luthans, successful managers spend more of their time on networking than on any other activity.

6. Ethical dilemmas: situations in which individuals are required to define right and wrong conduct.

7. Dependent variable: a response that is affected by an independent variable.

Independent variable: the presumed cause of some change in a dependent variable.

8. Organizational citizenship behavior: discretionary behavior that is not part of an employee’s formal job requirements but that nevertheless promotes the effective functioning of the organization.

Chapter 2

1. Surface-level diversity and deep-level diversity.

2. Biographical characteristics: personal characteristics (such as age, gender, race and length of tenure) that are objective and easily obtained from personnel records. There characteristics are representative of surface-level diversity.

3. The biographical characteristic that will grow in importance during the next decade is: age.

4. A review of the evidence suggests that workers with disabilities receive higher performance evaluations.

5. Ability: an individual’s capacity to perform the various tasks in a job.

6. Groups of individuals with different types of expertise and education are more...