Organizational behaviorOrganizational behavior or organisational behaviour (see spelling differences) is the: "study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself". Organizational behavioral research can be categorized in at least three ways: individuals in organizations (micro-level) work groups (meso-level) how organizations behave (macro-level) Chester Barnard recognized that individuals behave differently when acting in their organizational role than when acting separately from the organization.
Peer reviewPeer review is the evaluation of work by one or more people with similar competencies as the producers of the work (peers). It functions as a form of self-regulation by qualified members of a profession within the relevant field. Peer review methods are used to maintain quality standards, improve performance, and provide credibility. In academia, scholarly peer review is often used to determine an academic paper's suitability for publication. Peer review can be categorized by the type of activity and by the field or profession in which the activity occurs, e.
EvaluationIn common usage, evaluation is a systematic determination and assessment of a subject's merit, worth and significance, using criteria governed by a set of standards. It can assist an organization, program, design, project or any other intervention or initiative to assess any aim, realisable concept/proposal, or any alternative, to help in decision-making; or to ascertain the degree of achievement or value in regard to the aim and objectives and results of any such action that has been completed.
Teleological argumentThe teleological argument (from τέλος; also known as physico-theological argument, argument from design, or intelligent design argument) is an argument for the existence of God or, more generally, that complex functionality in the natural world which looks designed is evidence of an intelligent creator. The earliest recorded versions of this argument are associated with Socrates in ancient Greece, although it has been argued that he was taking up an older argument.
Evidence-based policyEvidence-based policy is a concept in public policy that advocates for policy decisions to be grounded on, or influenced by, rigorously established objective evidence. This concept presents a stark contrast to policymaking predicated on ideology, 'common sense,' anecdotes, or personal intuitions. The approach mirrors the effective altruism movement's philosophy within governmental circles. The methodology employed in evidence-based policy often includes comprehensive research methods such as randomized controlled trials (RCT).
Kalam cosmological argumentThe Kalam cosmological argument is a modern formulation of the cosmological argument for the existence of God. It is named after the Kalam (medieval Islamic scholasticism) from which its key ideas originated. William Lane Craig was principally responsible for giving new life to the argument, due to his The Kalām Cosmological Argument (1979), among other writings. The argument's key underpinning idea is the metaphysical impossibility of actual infinities and of a temporally past-infinite universe, traced by Craig to 11th-century Persian Muslim scholastic philosopher Al-Ghazali.
Secondary sourceIn scholarship, a secondary source is a document or recording that relates or discusses information originally presented elsewhere. A secondary source contrasts with a primary source, which is an original source of the information being discussed; a primary source can be a person with direct knowledge of a situation or a document created by such a person. A secondary source is one that gives information about a primary source. In this source, the original information is selected, modified and arranged in a suitable format.
Organization developmentOrganization development (OD) is the study and implementation of practices, systems, and techniques that affect organizational change. The goal of which is to modify a group's/organization's performance and/or culture. The organizational changes are typically initiated by the group's stakeholders. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation.
