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Lecture Notes Week 1 - Week 7 Notes from Week 1 - Week 7 (up until October 26th). Includes information from slides & additional lecture topics.

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Wilfrid Laurier University
Allan Mac Kenzie

BU288 Week 1 Sept 16 (Chapter 1) Organizational behaviour field of study that investigates the impact of individuals, groups & structure on behaviour within organizations; the aim is to apply such knowledge toward improving organizational effectiveness Organizations groups of ppl who work interdependently toward some purpose Structured patterns of interaction; coordinated tasks Work toward some purpose in an organized way Why study organizational behaviour? To learn about yourself and others workplace actions/behaviours o Work with (think out loud) vs. work without (think on their own) Helps with understanding how organizations function To become familiar with effective team work skills To help you think about the people issues faced by managers & entrepreneurs To avoid the seagull school of management (negative, squawk & leave) Model of organizational behaviour (slide 4): Managers cannot empower, can only create conditions (influence the environment, give training/feedback, etc) to lead to empowerment o Also depends on the [It all makes sense? individuals disposition to be (Handout)] empowered 1. A happy worker is a productive worker (F) Past belief happy worker = productive worker Past belief; now productive worker becomes happier/more satisfied 2. Decision makers tend to continue supporting a course of action even though information suggests that the decisions is ineffective (T & F) Escalation of commitment (small vs. big decisions) o Ex: CDN govt & gun registry (hasnt crime rates) 3. Organizations are more effective when they prevent conflict among employees (T & F) Type of conflict (task oriented vs. social-emotional) o Task = problem solving, ideas; social-emotional = personal attack 4. It is better to negotiate alone than as a team (F) Different points of view 5. Companies are most effective when they have a strong corporate culture (T & F) Can be strong; but positive OR negative alignment of culture Subcultures may exists & may be stronger (ex: union members) 6. Employees perform better without stress (T & F) Individuals vary; although all humans need stress Bodies cant emotionally tell the difference between reasons for stress response 7. Effective organizational change always begins by pinpointing the source of its current problems (T & F) Appreciative inquiry this is what were good at & we are going to improve these things (problems are minor side effects) 8. Female leaders involve employees in decisions to a greater degree vs. male leaders (T) Looking for input to make a better decisions (vs. being liked) 9. The best decisions are made without emotion (F) Humans are always emotional; what we think is logical is still biased 10.If employees feel they are paid unfairly, then nothing other than changing their pay will reduce their feelings of injustice (F) Equity theory: o Distributive justice (same work, different pay unhappy) o Explanation of process (even in situation is inequitable may be more understanding) o Communication (impt to assist employees understanding) Intangibles (benefits, work environment, etc) How much do you know about organizational behaviour? People are very good at giving sensible reasons as to why a same statement is either true or false Common sense develops through unsystematic and incomplete experiences with organizational behaviour Management practice should be based on informed opinion & systematic study 3 Goals of OB:
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