Policy of giving employees some discretion and
control over job related decisions.
Narrow viewpoint of some people that emphasizes satissfying
employee experiences while overlooking the briader system of the organization
in relation to all its publics.
Determination of net effects of an action that has
both positive and negative impacts (financial and other).
Recognition and use of guides such as social
responsibility.
Need levels 3 to 5 on the Maslow hierachy of needs.
Principle that a declining amount of extra outputs
are received when more of a desirable input is added to an operating system.
Quiet, concentrated inner thought in order to rest
the body physically and emotionally.
The conscious application of conceptual models and
research results with the goal of improving indivdual and organizational
performance.
Sometimes leads managers to embrace the newest fad,
toaddress the symptoms while neglecting underlying problems, or to fragment
their efforts within the firm.
The process of gathering and interpreting relevant
evidence that will either support a behavioral theory orhelp change it.
Explanations of how and why people think, feel, and
act as they do.
Narrow viewpoint of some people that empasizes satisfying
employee experiences while overlooking the broader system of the organization
in relation to all its publics.
Philosophy of working with people in ways that seek
to satisfy their needs and develop their potential.
Disregard for the basic dignity of the human being
by learning and using organizational behavior ideas
without regard for human welfare.
