1: Organizational Behavior
- Page ID
- 34441
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\(\newcommand{\avec}{\mathbf a}\) \(\newcommand{\bvec}{\mathbf b}\) \(\newcommand{\cvec}{\mathbf c}\) \(\newcommand{\dvec}{\mathbf d}\) \(\newcommand{\dtil}{\widetilde{\mathbf d}}\) \(\newcommand{\evec}{\mathbf e}\) \(\newcommand{\fvec}{\mathbf f}\) \(\newcommand{\nvec}{\mathbf n}\) \(\newcommand{\pvec}{\mathbf p}\) \(\newcommand{\qvec}{\mathbf q}\) \(\newcommand{\svec}{\mathbf s}\) \(\newcommand{\tvec}{\mathbf t}\) \(\newcommand{\uvec}{\mathbf u}\) \(\newcommand{\vvec}{\mathbf v}\) \(\newcommand{\wvec}{\mathbf w}\) \(\newcommand{\xvec}{\mathbf x}\) \(\newcommand{\yvec}{\mathbf y}\) \(\newcommand{\zvec}{\mathbf z}\) \(\newcommand{\rvec}{\mathbf r}\) \(\newcommand{\mvec}{\mathbf m}\) \(\newcommand{\zerovec}{\mathbf 0}\) \(\newcommand{\onevec}{\mathbf 1}\) \(\newcommand{\real}{\mathbb R}\) \(\newcommand{\twovec}[2]{\left[\begin{array}{r}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\ctwovec}[2]{\left[\begin{array}{c}#1 \\ #2 \end{array}\right]}\) \(\newcommand{\threevec}[3]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\cthreevec}[3]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \end{array}\right]}\) \(\newcommand{\fourvec}[4]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\cfourvec}[4]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \end{array}\right]}\) \(\newcommand{\fivevec}[5]{\left[\begin{array}{r}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\cfivevec}[5]{\left[\begin{array}{c}#1 \\ #2 \\ #3 \\ #4 \\ #5 \\ \end{array}\right]}\) \(\newcommand{\mattwo}[4]{\left[\begin{array}{rr}#1 \amp #2 \\ #3 \amp #4 \\ \end{array}\right]}\) \(\newcommand{\laspan}[1]{\text{Span}\{#1\}}\) \(\newcommand{\bcal}{\cal B}\) \(\newcommand{\ccal}{\cal C}\) \(\newcommand{\scal}{\cal S}\) \(\newcommand{\wcal}{\cal W}\) \(\newcommand{\ecal}{\cal E}\) \(\newcommand{\coords}[2]{\left\{#1\right\}_{#2}}\) \(\newcommand{\gray}[1]{\color{gray}{#1}}\) \(\newcommand{\lgray}[1]{\color{lightgray}{#1}}\) \(\newcommand{\rank}{\operatorname{rank}}\) \(\newcommand{\row}{\text{Row}}\) \(\newcommand{\col}{\text{Col}}\) \(\renewcommand{\row}{\text{Row}}\) \(\newcommand{\nul}{\text{Nul}}\) \(\newcommand{\var}{\text{Var}}\) \(\newcommand{\corr}{\text{corr}}\) \(\newcommand{\len}[1]{\left|#1\right|}\) \(\newcommand{\bbar}{\overline{\bvec}}\) \(\newcommand{\bhat}{\widehat{\bvec}}\) \(\newcommand{\bperp}{\bvec^\perp}\) \(\newcommand{\xhat}{\widehat{\xvec}}\) \(\newcommand{\vhat}{\widehat{\vvec}}\) \(\newcommand{\uhat}{\widehat{\uvec}}\) \(\newcommand{\what}{\widehat{\wvec}}\) \(\newcommand{\Sighat}{\widehat{\Sigma}}\) \(\newcommand{\lt}{<}\) \(\newcommand{\gt}{>}\) \(\newcommand{\amp}{&}\) \(\definecolor{fillinmathshade}{gray}{0.9}\)- 1.1: College Textbook Revolution
- This page discusses Flat World Knowledge (FWK), founded in 2007 to transform the college textbook market by providing affordable, customizable digital textbooks. By 2013, FWK served over 600,000 students across 2,000 institutions. However, in late 2012, the company moved from a free to a paid access model to support growth, raising uncertainty about its future despite considerable investments.
- 1.2: Understanding Organizational Behavior
- This page emphasizes the critical role of organizational behavior (OB) in workplace dynamics, focusing on individual and group impact on productivity and innovation. It presents practical tools, such as the OB Toolbox, for personal and professional growth, while arguing against the misconception that OB is just common sense.
- 1.3: Understanding Your Learning Style
- This page discusses visual, auditory, and kinesthetic learning styles, stressing the importance of identifying a dominant style to improve learning. It offers tailored strategies, like diagrams for visual learners and study groups for auditory learners, and promotes flash cards for all styles. The text encourages adaptability in learning situations and reflects on how learning styles affect class choices while suggesting exercises to explore and expand various learning methods.
- 1.4: Understanding How OB Research Is Done
- This page discusses various research methods in Organizational Behavior studies, including surveys, field studies, laboratory studies, case studies, and meta-analyses, along with their strengths and weaknesses. It emphasizes the distinction between reliability and validity in measurements, as well as correlation versus causation. Examples are provided to illustrate how these methods assess the impact of goal setting on employee productivity.
- 1.5: Trends and Changes
- This page explores challenges and opportunities in organizational behavior, emphasizing ethical practices, employee engagement, and technological impacts, including information overload. It discusses sustainable business practices, demographic shifts, and outsourcing trends like the "shamrock organization." The importance of the triple bottom line—economic, social, and environmental responsibilities—is highlighted, along with challenges from an aging workforce.
- 1.6: Maintaining Core Values: The Case of Nau
- This page examines the environmental impact of the apparel industry, spotlighting Nau, a Portland clothing company founded in 2005. Nau focuses on sustainable practices and social responsibility but encountered challenges, including bankruptcy in 2008. Revived as a subsidiary of Horny Toad Inc., Nau has adjusted by reducing staff while maintaining product independence.
- 1.7: Conclusion
- This page introduces organizational behavior, focusing on methods to manage employee behavior and the internal and external factors influencing it. It addresses expected changes in organizations due to technological, social, and cultural shifts, emphasizing the importance of adapting to these changes. The study aims to create a mutually beneficial environment for both the organization and its employees.
- 1.8: Exercises
- This page presents two exercises aimed at improving organizational behavior skills: an Individual Exercise focusing on action plans, learning styles, and journaling for self-improvement; and a Group Exercise encouraging participants to discuss their job experiences to identify common themes in job satisfaction and dissatisfaction.