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Human Resources
MHR 405
Genevieve Farrell

HAPTER 1: INTRODUCTION TO ORGANIZATIONAL BEHAVIOUR WHAT IS ORGANIZATIONAL BEHAVIOUR Organizational Behavior: a field of study that seeks to understand, explain, predict, and change human behavior, both individual and collective in the organizational context Organizational behaviour is studied at three different levels, the individual level, the group level and the organization wide level. Today, inter-organizational levels are also being explored Roots of Organizational Behaviour The roots of organizational behaviour emerged as a distinct field in the mid-1940’s and is a discipline that has grown out of contributions from numerous earlier fields of study The fields include; 1.Psychology: influences; work teams, work motivation, training and development, power and leadership, human resource planning, and workshop wellness 2.Sociology: influences; group and intergroup dynamics, roles, norms, and standards of behaviour, ethics, etc 3.Engineering: influences; design of work, efficiency, performance standards, productivity, goal setting, and scientific management 4.Anthropology: influences; organizational culture, patterns of behaviour 5.Administrative Science: influences; design, implementation, and management of various administrative and organizational systems Organizational Behavior and Management Organization: groups of people who work independently toward some common purpose Managers: people in the organizations who perform jobs that involve the direct supervision of other people o Planning: involves defining goals that flow from the business strategy, setting performance objectives and creating action plans o Organizing: includes dividing up the tasks and establishing work roles or departments in order to carry out the plans o Leading: involves communicating, motivating and managing conflict o Controlling: monitoring financial and human performance Mintzberg discovered that managers are required to perform interpersonal, informational, and decisional functions that encompassed tasks related to the management of people as well as those related to the management of information, material and financial resources THE BENEFITS OF STUDYING ORGANIZATIONAL BEHAVIOUR Organizational behaviour is an applied behaviour science which means it is based on research that improves ones ability to understand, predict and influence others 1. Improved Managerial Effectiveness and Bottom Line Effective management of OB connects to various aspects of a company’s bottom line such as sustaining high performance over changing market conditions, improving individual and group productivity, and increasing organizational adaptability Management of OB has become increasingly important partly because traditional sources of competitive advantage such as market share, proprietary technology, access to capital have become less powerful 2. More Efficient Influence Mastering the field of OB is essential for managers in order to influence others. It is important for non-managers as well to influence their bosses 3. A Career in Human Resources The first step towards learning about the field of OB AN OPEN SYSTEMS FRAMEWORK FOR EXPLAINING HOW ORGANIZATIONS FUNCTION External Task Environment The company’s external environment includes those sectors with which the organization interacts directly and that have a direct impact on the organizations ability to achieve goals Boundary-spanning role: jobs that link and coordinate an organization with key elements in the task environment Organizational Inputs All the human, informational, material and financial resources taken from the external task environment and used by the organization The GHOST Model for the Internal Organization G (goals): the action strategies that leaders create and follow to accomplish the organizations purpose and vision H (human resources): employees and managers in the organization, including the nature of their relationships, their values, and the impact of the reward system on their behavior OS (organizational structure): is defined as the manner in which an organizations work is designed, as well as how departments, divisions, and the overall organization are designed. A key aspect of effective OB is ensuring that these complement each other rather than conflict T (technology): is the wide range of tolls, knowledge, IT, work processes and techniques used to transform the inputs into outputs Organizational Outputs The products and services, as well as the more intangible outputs such as reputation, image and ideas Feedback Processes Any information that people or organizations receive about their behaviour or performance, its effect on others, or comparison to a standard or expectation THE FOR
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