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Lecture

BU288 Lecture Notes - Canadian Firearms Registry, Appreciative Inquiry, Organizational Commitment


Department
Business
Course Code
BU288
Professor
Allan Mac Kenzie

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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)

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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
individual‘s disposition to be
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 (hasn‘t 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
[It all makes sense?
(Handout)]

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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 can‘t 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 we‘re 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
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