SOLUTION MANUAL FOR M ORGANIZATIONAL BEHAVIOR 5TH EDITION BY STEVEN MCSHANE, MARY VON GLINOW Introduction to the Field of Organizational Behavior LEARNING OBJECTIVES After reading this chapter, students should be able to: 1-1 Define organizational behavior and organizations. 1-2 Explain why organizational behavior knowledge is important for you and for organizations. 1-3 Describe the anchors on which organizational behavior knowledge is based. 1-4 Summarize the workplace trends of diversity and the inclusive workplace, work-life integration, remote work, and emerging employment relationships. 1-5 Describe the four factors that directly influence individual behavior and performance. 1-6 Summarize the five types of individual behavior in organizations. CHAPTER GLOSSARY ability — the learned capabilities and natural aptitudes required to successfully complete a task corporate social responsibility (CSR) — organizational activities intended to benefit society and the environment beyond the firm’s immediate financial interests or legal obligations counterproductive work behaviors (CWBs) — voluntary behaviors that have the potential to directly or indirectly harm the organization deep-level diversity — differences in the psychological characteristics of employees, including personalities, beliefs, values, and attitudes evidence-based management — the practice of making decisions and taking actions based on research evidence human capital — the knowledge, skills, abilities, creative thinking, and other valued resources that employees bring to the organization inclusive workplace — a workplace that values people of all identities and allows them to be fully themselves while contributing to the organization MARS model — a model depicting the four variables— motivation, ability, role perceptions, and situational factors—that directly influence an individual’s voluntary behavior and performance motivation — the forces within a person that affect his or her direction, intensity, and persistence of effort for voluntary behavior open systems — the view that 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 behavior (OB) — the study of what people think, feel, and do in and around organizations organizational citizenship behaviors (OCBs) — various forms of cooperation and helpfulness to others that support the organization’s social and psychological context. organizational effectiveness — an ideal state in which an organization has a good fit with its external environment, effectively transforms inputs to outputs through human capital, and satisfies the needs of key stakeholders