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COMM 151- Final Exam Guide - Comprehensive Notes for the exam ( 39 pages long!)


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

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Queen's
COMM 151
Final EXAM
STUDY GUIDE

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COMM 151: Introduction to Organizational Behaviour 2018-01-12
1
Short History of Organizational Behaviour:
Turn of the 20th century
o Goods were often produced by skilled craftsmen from beginning to end, resulting
in low productivity
Early 1900s
o Rapid industrialization and factory work
Asking “what can we do to get workers to do more in less time
Scientific management (Taylorism)
o Came about in the early 1900s
o Thought that productivity came from three sources
High degree of specialization
Routine procedures
Decision-making power in upper management
o Shortcomings of Taylorism
No creativity, not engaging (intellectually or otherwise)
Boring, no learning or skill building, no sense of achievement
Lose sight of significance of work
Strict rules can lead people to do the bare minimum or even rebel
No way to communicate to management ideas, insight, or solutions on
problems seen by front level employees; thus, organizations fail to adapt
1920s and 1930s
o Human relations movement: “what social factors influence the behaviour of
workers?”
o Hawthorne studied the effects of interventions on performance by adding factors
such as breaks, hot meals, and shorter days
Saw greater productivity with each added benefit
Continued to increase when all of the improvements were taken away,
because the workers responded favourably to the special attention that
they were receiving
This demonstrates the importance of psychological factors at work
Today
o The contingency approach
o If… then…
Organizational Behaviour:
The field of behavioural science that examines how individuals act, think and feel in
organizations by studying individual and group processes.
Negotiation Exercise:
“So much of what we hear and what we’re taught turns out to be false on closer
scrutiny... if it is important, take the time to figure out for yourself whether it is really
true”
Outcome in a negotiation depends on ability to cooperate, not compete
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COMM 151: Personality and Abilities 2018-01-17
Announcements:
Complete step one of the individual project
o Big Five personality traits assessment
Will discuss the individual project during class on Friday in further detail, and groups
will be assigned
Review: History of OB
Turn of 20th century, goods were produced by craftsmen from beginning to end
Rapid industrialization led to scientific management/Taylorism
o High degree of specialization
o Routinized procedures
o Decision making power in upper management
1920s/30s, human relations movement began asking what social factors influence the
behaviour of workers
o Hawthorne studies found that employees wanted to feel listened to and have their
opinions recognized/implemented, and that this led to heightened productivity
o Employees wanted to be treated with respect and like people, rather than like cogs
in a machine; when they were, they worked hard because they were happy to
work hard
Today we have the contingency approach, recognizing that not all situations should have
the same “best approach” to management
Personality Traits:
Characteristics on which people differ that are relatively stable across situations and over
time
The Big Five Personality Traits (independent of one another):
1. Extraversion
a. High level: Sociable, assertive, joyful
b. Low level: Withdrawn, shy
2. Emotional stability
a. High level: Calm, confident, avoid wide swings of emotion (low level of
neuroticism)
b. Low level: Nervous, insecure, experience more negative emotions generally (high
level of neuroticism)
3. Agreeableness
a. High level: Tolerant, cooperative, warm, altruistic
b. Low level: Cold, rude, calloused in their interactions with others
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