Organizational Behavior Chapter 1

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Across
  1. 2. A perspective that organizational effectiveness depends on the organization's capacity to acquire, share, use, and store valuable knowledge.
  2. 4. Relatively stable, evaluative beliefs that guide a person's preferences for outcomes or courses of action in a variety of situations.
  3. 10. The degree to which a person minimizes conflict between work and nonwork demands.
  4. 11. Various forms of cooperation and helpfulness to others that support the organization's social and psychological context.
  5. 13. The study of what people think, feel, and do in and around organizations.
  6. 14. The observable demographic or physiological differences in people, such as their race, ethnicity, gender, age, and physical disabilities.
  7. 16. Company's stock of knowledge, including human capital, structural capital, and relationship capital.
  8. 18. Person's evaluation of his or her job and work context.
  9. 19. The ratio of inputs to outcomes in the organization's transformation process.
  10. 20. Groups of people who work interdependently toward some purpose.
Down
  1. 1. A perspective that effective organizations incorporate several workplace practices that leverage the potential of human capital.
  2. 3. Economic, social, and cultural connectivity with people in other parts of the world.
  3. 5. Voluntary behaviors that have the potential to directly or indirectly harm the organization.
  4. 6. Organizational activities intended to benefit society and the environment beyond the firm's immediate financial interests or legal obligations.
  5. 7. Differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes.
  6. 8. Individuals, organizations, or other entities who affect, or are affected by, the organization's objectives and actions.
  7. 9. 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.
  8. 12. A perspective that organizations take their sustenance from the environment and, in turn, affect that environment through their output.
  9. 15. The study of moral principles or values that determine whether actions are right or wrong and outcomes are good or bad.
  10. 17. Work performed away from the traditional physical workplace using information technology.