0988 – Organizational Behavour

Chapter 1 Supplemental Material and

Important Terms and Concepts
The underlined names below are linked to websites that offer interesting supplemental material
about ideas and thinkers mentioned in this chapter. Sometimes the links are slow in loading so
please be patient.

Classical Theorists:
Adam Smith, http://www.lucidcafe.com/library/96jun/smith.html
Max Weber, http://cepa.newschool.edu/het/profiles/weber.htm
Frederick Taylor, http://www.netmba.com/mgmt/scientific/
Henri Fayol, http://www.analytictech.com/mb021/fayol.htm
Elton Mayo, http://www.onepine.info/pmayo.htm

Behavioural Scientists:
Douglas McGregor, http://www.accel-team.com/human_relations/hrels_03_mcgregor.html
Frederick Hertzberg, http://www.accel-team.com/human_relations/hrels_05_herzberg.html
Rensis Likert, http://www.accel-team.com/human_relations/hrels_04_likert.html
Chris Argyris, http://www.accel-team.com/human_relations/hrels_06i_argyris.html
Abraham Maslow, http://www.ship.edu/~cgboeree/maslow.html
Robert Blake, http://www.well.com/user/bbear/blake.html
Jane Mouton, http://en.wikipedia.org/wiki/Managerial_Grid_Model

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 0988 – Organizational Behavour

Important Terms and Concepts

corporate social responsibility (CSR) --

organizational activities intended to benefit society
and the environment beyond the firm’s immediate
financial interests or legal obligations

counterproductive work behaviours, (CWBs) --

voluntary behaviours that have the potential to
directly or indirectly harm the organization.

deep-level diversity -- differences in the

psychological characteristics of employees, including
personalities, beliefs, values, and attitudes

ethics – the study of moral principles or values that

determine whether actions are right or wrong and
outcomes are good or bad

job satisfaction -- person’s evaluation of his or her

job and work context

globalization -- economic, social, and cultural

connectivity with people in other parts of the world

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 0988 – Organizational Behavour

high performance work practices (HPWP) – a

perspective that effective organizations incorporate
several workplace practices that leverage the
potential of human capital

intellectual capital -- company’s stock of knowledge,

including human capital, structural capital and
relationship capital.

open systems – a perspective that organizations take

their sustenance from the environment and, in turn,
affect that environment through their output

organizational behaviour (OB) -- the study of what

people think, feel, and do in and around
organizations

organizational citizenship behaviours (OCBs) --

various forms of cooperation and helpfulness to
others that support the organization’s social and
psychological context.

organizational effectiveness – a broad concept

represented by several perspectives, including the
organization’s fit with the external environment,
internal subsystems configuration for highperformance,
emphasis on organizational learning,
and ability to satisfy the needs of key stakeholders

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 0988 – Organizational Behavour

organizational efficiency -- the ratio of inputs to

outcomes in the organization’s transformation
process.

organizational learning – a perspective that

organizational effectiveness depends on the
organization’s capacity to acquire, share, use, and
store valuable knowledge

organizations -- groups of people who work

interdependently toward some purpose

stakeholders -- individuals, organizations, or other

entities who affect, or are affected by, the
organization’s objectives and actions

surface-level diversity -- the observable

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

values – relatively stable, evaluative beliefs that

guide a person’s preferences for outcomes or courses
of action in a variety of situations

virtual work -- work performed away from the

traditional physical workplace using information
technology

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 0988 – Organizational Behavour

work-life balance – the degree to which a person

minimizes conflict between work and nonwork
demands

absorptive capacity, p. 8

corporate social responsibility (CSR), p. 13

deep-level diversity, p. 16

ethics, p. 13

evidence-based management, p. 20

globalization, p. 15

high-performance work practices (HPWP), p. 10

human capital, p. 8

intellectual capital, p. 8

open systems, p. 5

organizational behaviour (OB), p. 2

organizational effectiveness, p. 4

organizational efficiency, p. 7

organizational learning, p. 7

organizations, p. 2

stakeholders, p. 11

structural capital, p. 9

surface-level diversity, p. 16

values, p. 12

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