Refer to pages 2–22.

1.1. Define the concept of organizational behavior (OB).

Refer to Page 3.

Organizational Behavior (OB) is defined as the study of individuals and their behaviors at work. It is an interdisciplinary and multilevel research area that draws from applied psychology, cultural anthropology, communication, and sociology.

1.2. List and give examples of the four sources of information used in evidence-based management (EBM).

Refer to Page 6.

1. The best available scientific evidence—research or articles published on organizational behavior
2. The best available organizational evidence—interview or surveys by people in an organization
3. The best available experiential evidence—intuition or experience of an organizations leadership team 
4. Organizational values and stakeholders’ concerns—stock price or groups focus on whether the organization employs environmentally friendly or socially accepted practices

1.3. Define critical thinking, and explain the critical thinking skills leaders need.

Refer to Page 8.

Critical thinking can be defined as follows: “Critical thinking calls for persistent effort to examine any belief or supposed form of knowledge in the light of evidence that supports it and the further conclusions to which it tends.” Critical thinking involves using justification; recognizing relationships; evaluating the credibility of sources; looking at reasons or evidence; drawing inferences; identifying alternatives, logical deductions, sequences, and order; and defending an idea. Critical thinking requires the decision maker in an organization to apply a complex skill set to solve the problem at hand. Critical thinking is, in short, self-directed, self-disciplined, self-monitored, and self-corrective thinking. It requires rigorous standards of problem solving and a commitment to overcome the inclination to think that we have all the answers.

1.4. Describe the scientific method used in OB research.

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The scientific method begins with a problem to solve represented by a problem statement. First, the leader reviews the available knowledge and scientific evidence on the subject.  Based on theory, the leader forms hypotheses, or predictions. The next step is to collect observations (data). Once data are collected, the hypothesis is tested with statistical techniques. Finally, the results are evaluated and conclusions are drawn, which relate back to the original problem statement.

1.5. Discuss four types of outcome variables studied in OB.

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Since OB is an applied science, the outcome variables studied are typically variables that leaders are interested in improving. There are four broad groups of outcome variables studied: performance, work-related attitudes, motivation, and employee withdrawal. Performance can be actual performance as collected in organizational records (e.g., the number of forms correctly processed in an insurance company), or it may be rated by supervisors and/or peers. Organizational citizenship behavior (OCB) is the worker’s willingness to go above and beyond what is required in their job descriptions to help others at work. The measurement of work-related attitudes is an important aspect of OB research, and job satisfaction has long been studied as an outcome variable. Another contemporary outcome variable that is gaining research attention is employee engagement. Extrinsic motivation is based on the rewards from the organization’s compensation system such as pay and bonuses. Intrinsic motivation, on the other hand, is related to the value of the work itself. There is much research in OB on the reasons why employees think about quitting (turnover intentions) and actual turnover.

1.6. Compare the levels of analysis in OB research.

Refer to Page 14.

Individual behavior in an organization may be influenced by processes at different levels in the organization. The most basic level is the individual level. For example, an individual’s personality and experiences would explain much of their behavior, and differences in these variables among people would help explain why people behave differently. Other differences between people’s behavior occur at the dyad (or two-party) level. An example would be a mentor and a protégé. Still, other sources include group and team level influences on individual behavior. An example would be a team that has high-performance norms that encourage a team member to perform at their best. Additional influences on individual behavior may come from the organizational level. For example, in organizations with strong cultures, the cultural characteristics can have a profound influence on an individual member’s behavior.

1.7. Develop plans for using OB research to improve employee job performance.

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All the levels in OB may influence individual behavior and processes at one level may affect processes at another level. For example, a positive organizational culture may increase the commitment of individuals to their work and, in turn, their performance. Plans should include relevant assessment of individual, dyadic, group/team, and organizational level phenomena to improve employee job performance.