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Study Guide

COMM 151- Final Exam Guide - Comprehensive Notes for the exam ( 46 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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Ch. 1: Organizational Behaviour and Management
Organization: a social invention for accomplishing common goals through group effort
Components of an Organization
Social Inventions:
Ogaizatios’ essetial haateisti is the oodiated pesee of people, not things
OB focuses on understanding people and managing them to work effectively
Goal Accomplishment:
People have to
o Be motivated to join and remain in the organization
o Carry out their basic work reliably, in terms of productivity, quality and service
o Be willing to continuously learn and upgrade their knowledge and skills
o Be flexible and innovative
Group Effort:
Accomplishments are based on a group effort
Organizations depend on interaction and coordination among people to accomplish their goals
Must get people to practise effective team work
Organization Behaviour
The attitudes and behaviours of individuals and groups in organizations
o How to structure organizations more effectively and how events in their external
environments affect organizations
Jo satisfatio, oitet to ogaizatio’s goals, suppot fo oe o ioities ito
management positions
Study cooperation, conflict, innovation, resignation and ethical lapses
Closely related to Human Resources management: programs, practices and systems to acquire,
develop, motivate and retain employees in organizations
o OB knowledge helps understand HR management
Question: wjat are the factors that make an organization successful and a great place to work?
Why Study OB
OB is interesting
If you want to know why employees become committed to an organization and what motivates
them to work hard (also useful)
OB includes interesting examples of success and failures
Learning the reasons for behaviours
OB is important
OB has a profound impact on people effects on employees, investors consumers and other
stakeholders
Helps everyone how to be more effective as managers, employees and customers
OB makes a difference
Solid understanding of OB among managers and employees gives company competitive advantage
o Workforce and human capital is what differentiates organizations from competitors
Understanding OB helps create better and more effective management practices that make up a
great place to work for more successful
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Goals of OB
Predicting OB
An essential requirement for everyday life, inside and outside of organizations
Lies ae easie he e a atiipate people’s ehaious ad eotios
o Important when making ethical decisions, creating innovative products, or engaging in
sexual harassment
Thee’s a sietifi foudatio that helps ipoe peditios of ogaizatioal eets
Explaining OB
Understanding why behaviour and events occur
More complicated than predicting behaviour there may be different causes
Different reasons require different solutions
Underlying cases may change over time
Managing OB
Management: getting things accomplished in organizations through others
If behaviour can be predicted and explained, it can often be managed
Need for understanding quality service, ethical behaiou, et…
Takes action to manage after analyzing predictions and causes
Evidence-based management: translating principles based on the best scientific evidence into
organizational practices
o Approach problems with systematic understanding
Early Prescriptions Concerning Management
The Classical View and Bureaucracy
Classical viewpoint: belief that effective management requires a high specialization of labour,
intensive coordination, and centralized decision marking
o Each department tended its own affairs, decision making belongs to upper management
“ietifi aageet: Fedeik Talo’s sste fo usig eseah to deteie the optiu
degree of specialization and standardization of work tasks
Bueaua: Ma Wee’s ideal tpe of ogaizatio
o Strict chain of command, members report to only a single superior
o Criteria for selection and promotion based on impersonal technical skills no
nepotism/favoritism
o A set of detailed rules. Regulations, and procedure to ensure that jobs get done regardless
of who the specific worker is
o Use of strict specialization to match duties with technical competencies
o Centralization of power at the top of organization
Human Relationship Mvmt and Critique of Bureaucracy
Hawthorne studies: done at Hawthorne plant that illustrated how psychological and social processes
affect productivity and work adjustment
o Resistance to management through strong informal group mechanisms, such as norm that
limited productivity to less than what management wanted
Human relations mvmt: promoted that
o Strict specialization prevented growth and achievements can lead to employee alienation
from the organization and its clients
o Strong centralization and reliance on formal authority blocks out creative ideas and
knowledge of lower-level employees lower adaptability, rarely learn from mistakes, low
innovation
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find more resources at oneclass.com
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