Ch. 1
Organizational Behavior (OB)- The study of what people think, feel, and do in and around organizations.
Organizations- groups of people who work interdependently toward some purpose.
Organizational effectiveness- A broad concept represented by several perspectives, including the organization's fit with the external environment, internal subsystems configuration for high performance, emphasis on organizational learning, and ability to satisfy the needs of key stakeholders.
Open systems- A perspective which holds that organizations depend on the external environment for resources, affect that environment through their output, and consist of internal subsystems that transform inputs to outputs.
Organizational efficiency- The amount of outputs relative to inputs in the organization's transformation process.
Organizational learning- A perspective which holds that organizational effectiveness depends on the organization's capacity to acquire, share, use and store valuable knowledge.
Intellectual capital- A company's stock of knowledge, including human capital, structural capital, and relationship capital.
Human capital- The stock of knowledge, skills, and abilities among employees that provide economic value to the organization.
Structural capital- Knowledge embedded in an organization's systems and structures.
Relationship capital- The value derived from an organization's relationships with customers, suppliers, and other.
Absorptive capacity- The ability to recognize the value of new information, assimilate it, and use it for value- added activities.
High-performance work practices (HPWP)- A perspective which holds that effective organizations incorporate several workplace practices that leverage the potential of human capital.
Stakeholders- Individuals, organizations, or other entities that affect, or are affected by, the organization's objectives and