Study Guides (238,408)
Canada (115,131)
Commerce (679)

OB - Starred Notes.docx

10 Pages
Unlock Document

McMaster University
Emad Mohammad

Thermostat Equation 1. Current state: where are we? 2. Desired state: where do we need to be? 3. Measure the change of the gap and close the gap 4. Measure the change and start all over Week 1&2: ORGANIZATIONAL BEHAVIOUR INTRODUCTION 1. Micro OB: the study and practice around the individual psyche; the individual’s brain (attitudes, behaviours, how they handle stress, etc.) 2. Meso OB: the study of the interaction of people; small groups/teams; power, politics, culture, team synergy 3. Macro OB: the study of the entire organization (inside and outside); internal cultures, external culture, relationship between organization and its suppliers/customers/competitors Organizational Behaviour Equation  Situation (S) + Thinking (T) = Response (R)  Situation: blocks that affect behavior (ex. death/illness of a loved one, being fired)  Genetics: personality  Thinking: how you think determines how you behave Steps of OB: 1. Understand: understanding the current state/picture 2. Predict: brain is constantly predicting (ex. will this candidate be a good match for the job 3. Explain: Why are certain people more motivated than others? Why is the current organizational structure effective for this division and not for another? 4. Manage: close the gap and measure the change (implementing, taking action)  Notion of prepotency: lower order needs must be fulfilled before higher order needs (cannot move to the next level on Maslow’s Hierarchy of Needs until the previous level is satisfied) Trends Managers are Facing Today 1. Diversity Management o Low levels of Emotional Intelligence and Cultural Intelligence o The ability to bring representatives from different cultures and manage diversity o Issues around biases: male vs. female, MBAs vs. Social Science majors o Managing differences 2. Employee-Organization Relationship: o Downsizing, right-sizing, re-engineering, restructuring, outsourcing o Activities that cause a change in relationships can cause problems between employees and management o May be so much change that new groups do not know how to work together 3. Focus on Quality, Speed & Flexibility: o People are experiencing stress, burnout, depression, absenteeism, productivity plummeting, moral decreasing o An emphasis on quality management and an increase in productivity can cause this 4. Talent Management o How to manage talent o How to hire the right people, fire those who don’t work, how to pay them o How to organize virtual teams o How to manage intellectual capital 5. Focus on Corporate Social Responsibility o Can define CSR by four levels (wavy line between top two and bottom two) o Corporate social responsibility (bottom up): 1) Economic: we are the best, I am so excited you asked this question We have a solid track record of economic CSR because the promises we made to shareholders we have delivered/achieved 2) Legal: can also deliver legal CSR. Track record for obeying the law. Examples in the last month. Human rights legislation, pay equity legislation, below on the emissions 3) Ethical: how we treat the people, above and beyond for my people 4) Philanthropic: above and beyond for the community; give money to charity; cultural groups; build hockey rink What is the definition of the purest form of philanthropy? Anonymous Week 2: PERCEPTION EXAM QUESTION: Walk through how perceptions could guide decisions in hiring, firing, etc. (last question on sheet) • Interpreting what they are saying • Order: listen and remember certain things and not others • Assign a meaning (attribution) • Attribution: assign a meaning or a cause to a person’s behaviour Components of Perception 1. Perceiver: perceiver’s experiences, needs and emotions can affect his/her perception of the target 2. Target: 3. Situation: context can affect what one perceives (ex. timing) Social Identity Theory  Level 1: People form perceptions of themselves based on their characteristics and memberships in social categories  Level 2: People form perceptions of others based on their memberships in social categories Attribution  Attribution: process by which causes/motives are assigned to explain people’s behaviours  Internal Attribution (Dispositional Attributions): outcomes are due to personality or intellect rather than situation or environment  External Attribution (Situational Attributions): outcomes are due to situation/environment rather than the person Week 3: PERSONALITY Ability (Cultural Intelligence)  Cultural intelligence: represents a person’s capability to function effectively in situations characterized by cultural diversity  CI is measured by CQ (cultural quotient)  It is a capability so it can be improved Cultural Intelligence: 4 Sub Skills (1)Strategy: how a person interprets and understands intercultural experiences (2)Knowledge: person’s understanding of how cultures are similar and different (3)Motivation: person’s interest in experiencing other cultures and interacting with people from other cultures (4)Behavior: person’s capability to modify their own verbal and nonverbal behavior so it is appropriate for different cultures  Measure low on CQ if have just one  The more a person has the higher they measure on CQ (highest if have all four) Five-Factor Model of Personality Extraverted The degree to which a - High: sociable, outgoing, person is outgoing vs. energetic, assertive shy - Low (introverted): shy, cautious Emotional The degree to which a - High ES (Low N): self- Stability/Neuroticism person has appropriate confident, high self-esteem emotional control - Low ES (High N): self- doubt, depression, anxiety, stressed more easily, insecure Agreeableness Extent to which a - High: considerate, friendly, person is approachable sympathetic, cooperative, and friendly OCB - Low: argumentative, inflexible, intolerant Conscientiousness - Degree to which a - High: higher probability of person is responsible obtaining employment, and achievement dependable, organized, hard- oriented working, self-disciplined - Strongest predictor of - Low: irresponsible, lazy, overall performance social loafer Openness to experience Extent to which a - High: creative, innovative, person thinks flexibly high CI and is receptive to new - Low: like the status quo, do ideas not like change Difference in Values  Long-term vs. short-term orientation  Short-term: all about the present  Long-term: triple bottom line Consequences of Job Satisfaction  Know the difference between overall job satisfaction and facet job satisfaction  Overall: average/total of the attitudes that individuals hold towards a number of facets of the job (number of different parts of the job)  Facet: tendency for people to be more or less satisfied with specific parts of the job Week 4&5: MOTIVATION Motivation  The extent to which persistent effort is directed towards a goal  Definition (number three): 1. Effort: how much effort you put into a job 2. Persistence: how determined you are (persistence of effort) 3. Direction of effort: how do you channel your effort 4. Goals: the practitioner’s steps (strategy – current state, desired state, ect.) Intrinsic vs. Extrinsic Motivation  Intrinsic Motivation: motivation that stems from the direct relationship between the worker and the task  Extrinsic Motivation: motivation that stems from the work environment external to the task (contextual)  Know difference between The Relationship between Motivation and Performance  Know at least five variables that affect this relationship  Variables: o Emotional stability o Understanding of the task o People you are working with (personalities or skill levels) o Poor resources base  Self-esteem vs. Self-efficacy:  Comparison of theories of motivation (sheet) Equity Theory  Has three principles  (1) Ratio of Exchange: o People compare themselves using this ratio o Equation: I/O (Inputs/Outputs) o Inputs: all the things I bring to a job (intelligence, personality, degree)
More Less

Related notes for COMMERCE 1BA3

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.