ORGB364- Chapter 1-4 Definitions
Corporate social responsibility (CSR)
Organizational activities intended to benefit society and the environment beyond the firm's immediate financial interests or legal obligations.
Deep-level diversity
Differences in the psychological characteristics of emp...
ORGB364- Chapter 1-4 Definitions
Corporate social responsibility (CSR)
Organizational activities intended to benefit society and the environment beyond the firm's
immediate financial interests or legal obligations.
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.
Evidence-based management
The practice of making decisions and taking actions based on research evidence.
Globalization
Economic, social, and cultural connectivity with people in other parts of the world.
High-performance work practices (HPWP)
Effective organizations incorporate several workplace practices that leverage the potential of human
capital.
Human capital
The stock of knowledge, skills, and abilities among employees that provide economic value to the
organization.
Intellectual capital
A company's stock of knowledge, including human capital, structural capital, and relationship capital.
Learning orientation
Beliefs and norms that support the acquisition, sharing, and use of knowledge as well as work
conditions that nurture these learning processes.
Open systems
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 behaviour (OB)
The study of what people think, feel, and do in and around organizations.
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.
, Organizational learning
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.
Relationship capital
The value derived from an organization's relationships with customers, suppliers, and others.
Stakeholders
Individuals, groups, and other entities that affect, or are affected by, the organization's objectives and
actions.
Structural capital
Knowledge embedded in an organization's systems and structures.
Surface-level diversity
Observable demographic or physiological differences in people, such as their race, ethnicity, gender,
age, and physical disabilities.
Telework
An arrangement whereby employees work from home or other nonwork setting one or more work
days per month rather than commute to the office.
Values
Relatively stable evaluative beliefs that guide a person's preferences for outcomes or courses of
action in a variety of situations.
Work-life balance
The degree to which a person minimizes conflict between work and nonwork demands.
Ability
The natural aptitudes and learned capabilities required to successfully complete a task.
Achievement-nurturing orientation
A cross-cultural value describing the degree to which people in a culture emphasize competitive
versus cooperative relations with other people.
Agreeableness
A personality dimension describing people who are trusting, helpful, good-natured, considerate,
tolerant, selfless, generous, and flexible.
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