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Final

Organizational Behaviour final exam review COMM 151 (MINERS)


Department
Commerce
Course Code
COMM 151
Professor
Christopher Miners
Study Guide
Final

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Organizational Behaviour (COMM 151) Final Exam Review
Shannon Bailey
Chapter 1 / Lecture 1 & 2
Organizations social inventions for accomplishing common goals through group
effort
Organizational behaviour the attitudes and behaviours of individuals and groups
in organizations. The field of OB is about understanding people and managing them
to work effectively, is concerned with how organizations can survive and adapt to
change, and with how to get people to practice effective teamwork
Management the art of getting things accomplished in organizations through
others
History of Organizational Behaviour
In early 1900s, rapid industrialization and factory work, movement toward
efficiency
Scientific Management Taylor’s system for using research to determine the
optimum degree of specialization and standardization of work tasks
Bureaucracy Max Weber’s ideal type of organization that included a strict
chain of command, detailed rules, high specialization, centralized power, and
selection and promotion based on technical competence
Classical Viewpoint/Scientific management/Taylorism:
1. high degree of specialization in jobs
2. routinized procedures
3. decision making power concentrated in upper management
4. promotion for conformity
problems: boring, easy to lose sight of significance of work, can lead
people to do the bare minimum, entry level employees have no means to
influence upper management
In 1920s and 1930s, human relations were analyzed, they found that
psychological and social factors influence the behaviour of workers
Hawthorne studies research conducted at the Hawthorne plant of Western
Electric near Chicago in the 20s and 30s that illustrated how social and
psychological processes affect productivity and work adjustment
Human relations movement a critique of classical management and bureaucracy
that advocated management styles that were more participative and oriented
toward employee needs
Today, Contingency approach, there is no one best way to manage an
appropriate management style depends on the demands of the situation

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Formal
Authority and
Status
Informational
Roles
Monitor
Disseminator
Spokesperson
Interpersonal
Roles
Figurehead
Leader
Liaison
Decisional
Roles
Entrepreneur
Disturbance
Handler
Resource
allocator
Negotiator
Managerial Roles:
Managerial Activities:
Routine communication handling of paperwork, meetings
Traditional management planning, decision making & controlling
Networking interacting with people outside organization
Human Resource Management employee management
Managerial Agendas:
Agenda setting goals, plans
Networking
Agenda Implementation using network to implement agendas
Talent Management an organization’s processes for attracting, developing,
retaining and utilizing people with the required skills to meet current and future
business needs
Corporate social responsibility (CSR) an organization taking responsibility for
the impact of its decisions and actions on its stakeholders
Chapter 5 / Lecture 3
Motivation the extent to which persistent effort is directed toward a goal
Intrinsic motivation motivation that stems from the direct relationship between
the worker and the task; it is usually self applied
Extrinsic motivation motivation that stems from the work environment external
to the task, it is usually applied by others
-even if upper management thinks a motivation technique is working well in the
short run, it may not be helpful (or may even be harmful) in the long run (linebacker
terry tate commercial example)
-money is a motivator but if you’re only 5 or 10 percent underpaid, the other perks
are probably stronger motivators

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Performance Chance
Emotional
Intelligence
Task
Understandi
ng
General
Cognitive
ability
Personality Motivation
Amount,
Persistence,
and
Direction of
Effort
Motivation techniques:
Perks i.e. day care, gym facilities, monetary bonus
Flexibility i.e. telecommuting, casual dress, flex hours
Growth i.e. offer career management, invest in training
Self Determination theory a theory of motivation that considers whether
people’s motivation is autonomous or controlled
Autonomous motivation when people are self-motivated by intrinsic factors
Controlled motivation when people are motivated to obtain a desired
consequence or extrinsic award
Performance the extent to which an organizational member contributes to
achieving the objectives of the organization
Factors Contributing to Job Performance
General cognitive ability a person’s basic information processing capacities and
cognitive resources
Emotional intelligence the ability to understand and manage one’s own and
other’s feelings and emotions
1. Perceiving emotions accurately in oneself and others
2. Using emotions to facilitate thinking
3. Understanding emotions, emotional language, and the signals conveyed by
emotions
4. Managing emotions so as to attain specific goals
Need theories motivation theories that specify the kinds of needs people have
and the conditions under which they will be motivated to satisfy these needs in a
way that contributes to performance
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