Study Guides (258,907)
CA (125,049)
Ryerson (8,709)
MHR (509)
MHR 405 (105)
Louis Pike (12)

Its study Guide :)

47 Pages
358 Views

Department
Human Resources
Course Code
MHR 405
Professor
Louis Pike

This preview shows pages 1-3. Sign up to view the full 47 pages of the document.
CHAPTER 1: INTRODUCTION TO ORGANIZATIONAL BEHAVIOUR
WHAT IS ORGANIZATIONAL BEHAVIOUR
Organizational Behavior: a field of study that seeks to understand, explain,
predict, and change human behavior, both individual and collective in the
organizational context
Organizational behaviour is studied at three different levels, the individual level,
the group level and the organization wide level. Today, inter-organizational levels
are also being explored
Roots of Organizational Behaviour
The roots of organizational behaviour emerged as a distinct field in the mid-
1940’s and is a discipline that has grown out of contributions from numerous
earlier fields of study
The fields include;
1. Psychology: influences; work teams, work motivation, training and
development, power and leadership, human resource planning, and workshop
wellness
2. Sociology: influences; group and intergroup dynamics, roles, norms, and
standards of behaviour, ethics, etc
3. Engineering: influences; design of work, efficiency, performance standards,
productivity, goal setting, and scientific management
4. Anthropology: influences; organizational culture, patterns of behaviour
5. Administrative Science: influences; design, implementation, and management
of various administrative and organizational systems
Organizational Behavior and Management
Organization: groups of people who work independently toward some common
purpose
Managers: people in the organizations who perform jobs that involve the direct
supervision of other people
oPlanning: involves defining goals that flow from the business strategy,
setting performance objectives and creating action plans
oOrganizing: includes dividing up the tasks and establishing work roles or
departments in order to carry out the plans
oLeading: involves communicating, motivating and managing conflict
oControlling: monitoring financial and human performance
Mintzberg discovered that managers are required to perform interpersonal,
informational, and decisional functions that encompassed tasks related to the
www.notesolution.com
management of people as well as those related to the management of information,
material and financial resources
THE BENEFITS OF STUDYING ORGANIZATIONAL BEHAVIOUR
Organizational behaviour is an applied behaviour science which means it is based
on research that improves ones ability to understand, predict and influence others
1. Improved Managerial Effectiveness and Bottom Line
Effective management of OB connects to various aspects of a company’s
bottom line such as sustaining high performance over changing market
conditions, improving individual and group productivity, and increasing
organizational adaptability
Management of OB has become increasingly important partly because
traditional sources of competitive advantage such as market share, proprietary
technology, access to capital have become less powerful
2. More Efficient Influence
Mastering the field of OB is essential for managers in order to influence
others. It is important for non-managers as well to influence their bosses
3. A Career in Human Resources
The first step towards learning about the field of OB
AN OPEN SYSTEMS FRAMEWORK FOR EXPLAINING HOW
ORGANIZATIONS FUNCTION
External Task Environment
The company’s external environment includes those sectors with which the
organization interacts directly and that have a direct impact on the organizations
ability to achieve goals
Boundary-spanning role: jobs that link and coordinate an organization with key
elements in the task environment
Organizational Inputs
All the human, informational, material and financial resources taken from the
external task environment and used by the organization
The GHOST Model for the Internal Organization
G (goals): the action strategies that leaders create and follow to accomplish the
organizations purpose and vision
H (human resources): employees and managers in the organization, including the
nature of their relationships, their values, and the impact of the reward system on
their behavior
www.notesolution.com
OS (organizational structure): is defined as the manner in which an organizations
work is designed, as well as how departments, divisions, and the overall
organization are designed. A key aspect of effective OB is ensuring that these
complement each other rather than conflict
T (technology): is the wide range of tolls, knowledge, IT, work processes and
techniques used to transform the inputs into outputs
Organizational Outputs
The products and services, as well as the more intangible outputs such as
reputation, image and ideas
Feedback Processes
Any information that people or organizations receive about their behaviour or
performance, its effect on others, or comparison to a standard or expectation
THE FORMAL/INFORMAL FRAMEWORK AND NEW PARADIGMS FOR
UNDERSTANDING HOW ORGANIZATIONS WORK
Formal organization: the official, legitimate and most visible part of the system
Informal organization: the unofficial and less visible part of the system. This
includes the unofficial and less visible elements such as beliefs, assumptions,
values and unspoken norms that emerge in the organizational culture
Organizational culture: a pattern of basic assumptions that are considered valid
and that are taught to new members as the way to perceive, think and feel in the
organization
New Organizational Paradigms
These paradigms tend to stress and elaborate on the internal organizations
dynamic capacity for self-organization, learning, and complex adaptation
These are important for managers as they draw attention to the “softer” aspects of
organizational life such as relationships, trust, and interconnections that while less
visible and easy to control directly, can be highly influential
Chaos Theory and OB
Say that organizations are not made up of different parts that can be controlled,
but rather, they are made up of fields that influence our interactions, directions
and decisions. These fields are both visible and invisible
Imposed organizational structures should not be permanent. Rather, they need to
come and go so that a structure emerges that actually supports the relationships
that are most necessary
Organizations as Complex Adaptive Systems
It is the informal organization that emerges and guides people’s actions as they
self organize and form patterns of behavior. A complex adaptive system can be
www.notesolution.com

Loved by over 2.2 million students

Over 90% improved by at least one letter grade.

Leah — University of Toronto

OneClass has been such a huge help in my studies at UofT especially since I am a transfer student. OneClass is the study buddy I never had before and definitely gives me the extra push to get from a B to an A!

Leah — University of Toronto
Saarim — University of Michigan

Balancing social life With academics can be difficult, that is why I'm so glad that OneClass is out there where I can find the top notes for all of my classes. Now I can be the all-star student I want to be.

Saarim — University of Michigan
Jenna — University of Wisconsin

As a college student living on a college budget, I love how easy it is to earn gift cards just by submitting my notes.

Jenna — University of Wisconsin
Anne — University of California

OneClass has allowed me to catch up with my most difficult course! #lifesaver

Anne — University of California
Description
CHAPTER 1: INTRODUCTION TO ORGANIZATIONAL BEHAVIOUR WHAT IS ORGANIZATIONAL BEHAVIOUR Organizational Behavior: a field of study that seeks to understand, explain, predict, and change human behavior, both individual and collective in the organizational context Organizational behaviour is studied at three different levels, the individual level, the group level and the organization wide level. Today, inter-organizational levels are also being explored Roots of Organizational Behaviour The roots of organizational behaviour emerged as a distinct field in the mid- 1940s and is a discipline that has grown out of contributions from numerous earlier fields of study The fields include; 1. Psychology: influences; work teams, work motivation, training and development, power and leadership, human resource planning, and workshop wellness 2. Sociology: influences; group and intergroup dynamics, roles, norms, and standards of behaviour, ethics, etc 3. Engineering: influences; design of work, efficiency, performance standards, productivity, goal setting, and scientific management 4. Anthropology: influences; organizational culture, patterns of behaviour 5. Administrative Science: influences; design, implementation, and management of various administrative and organizational systems Organizational Behavior and Management Organization: groups of people who work independently toward some common purpose Managers: people in the organizations who perform jobs that involve the direct supervision of other people o Planning: involves defining goals that flow from the business strategy, setting performance objectives and creating action plans o Organizing: includes dividing up the tasks and establishing work roles or departments in order to carry out the plans o Leading: involves communicating, motivating and managing conflict o Controlling: monitoring financial and human performance Mintzberg discovered that managers are required to perform interpersonal, informational, and decisional functions that encompassed tasks related to the www.notesolution.com management of people as well as those related to the management of information, material and financial resources THE BENEFITS OF STUDYING ORGANIZATIONAL BEHAVIOUR Organizational behaviour is an applied behaviour science which means it is based on research that improves ones ability to understand, predict and influence others 1. Improved Managerial Effectiveness and Bottom Line Effective management of OB connects to various aspects of a companys bottom line such as sustaining high performance over changing market conditions, improving individual and group productivity, and increasing organizational adaptability Management of OB has become increasingly important partly because traditional sources of competitive advantage such as market share, proprietary technology, access to capital have become less powerful 2. More Efficient Influence Mastering the field of OB is essential for managers in order to influence others. It is important for non-managers as well to influence their bosses 3. A Career in Human Resources The first step towards learning about the field of OB AN OPEN SYSTEMS FRAMEWORK FOR EXPLAINING HOW ORGANIZATIONS FUNCTION External Task Environment The companys external environment includes those sectors with which the organization interacts directly and that have a direct impact on the organizations ability to achieve goals Boundary-spanning role: jobs that link and coordinate an organization with key elements in the task environment Organizational Inputs All the human, informational, material and financial resources taken from the external task environment and used by the organization The GHOST Model for the Internal Organization G (goals): the action strategies that leaders create and follow to accomplish the organizations purpose and vision H (human resources): employees and managers in the organization, including the nature of their relationships, their values, and the impact of the reward system on their behavior www.notesolution.com OS (organizational structure): is defined as the manner in which an organizations work is designed, as well as how departments, divisions, and the overall organization are designed. A key aspect of effective OB is ensuring that these complement each other rather than conflict T (technology): is the wide range of tolls, knowledge, IT, work processes and techniques used to transform the inputs into outputs Organizational Outputs The products and services, as well as the more intangible outputs such as reputation, image and ideas Feedback Processes Any information that people or organizations receive about their behaviour or performance, its effect on others, or comparison to a standard or expectation THE FORMAL/INFORMAL FRAMEWORK AND NEW PARADIGMS FOR UNDERSTANDING HOW ORGANIZATIONS WORK Formal organization: the official, legitimate and most visible part of the system Informal organization: the unofficial and less visible part of the system. This includes the unofficial and less visible elements such as beliefs, assumptions, values and unspoken norms that emerge in the organizational culture Organizational culture: a pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think and feel in the organization New Organizational Paradigms These paradigms tend to stress and elaborate on the internal organizations dynamic capacity for self-organization, learning, and complex adaptation These are important for managers as they draw attention to the softer aspects of organizational life such as relationships, trust, and interconnections that while less visible and easy to control directly, can be highly influential Chaos Theory and OB Say that organizations are not made up of different parts that can be controlled, but rather, they are made up of fields that influence our interactions, directions and decisions. These fields are both visible and invisible Imposed organizational structures should not be permanent. Rather, they need to come and go so that a structure emerges that actually supports the relationships that are most necessary Organizations as Complex Adaptive Systems It is the informal organization that emerges and guides peoples actions as they self organize and form patterns of behavior. A complex adaptive system can be www.notesolution.com defined as; complex means that organizations are composed of multiple and diverse pieces in differing relationships. Adaptive means that the organization is constantly learning new and effective means to fit with its environment in ways that enable a healthy, harmonious existence CURRENT ORGANIZATIONAL BEHAVIOR CHALLENGES AND OPPORTUNITIES Demands for Good Corporate Governance and Ethical Behavior Corporate governance: is the system of control and performance monitoring of top management Triple bottom line: a companys ability to generate economic, environmental and social benefits Corporate social responsibility: the obligation of a firm to use its economic, legal, ethical, and philanthropic resources in ways to benefit the society at large and to improve the welfare of society at large, independent of direct gains of the company Ethical behavior: acting in ways consistent with ones personal values and the commonly held values of the organization and society. The three ethical theories that help organizational leaders govern as good corporate citizens are o Theories that help us explore consequences of our behavior o Theories that provide us with universal rules to guide our decisions o Theories that emphasize the character, personal virtues and integrity of the individual Increasing Globalization and Competition: Challenges and Opportunities Competition Rapidly changing task environments are creating an increasing amount of competition Competition is leading to downsizing and restructuring, yet creating opportunities Globalization Transnational organization: organization in which the global viewpoint supersedes national issues The world has become a global macro economic village Customer Demand for Quality An increasing borderless and competitive marketplace has forced organizations to become more customer focused to meet customers expectations of high quality products and services www.notesolution.com
More Less
Unlock Document


Only pages 1-3 are available for preview. Some parts have been intentionally blurred.

Unlock Document
You're Reading a Preview

Unlock to view full version

Unlock Document

Log In


OR

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


OR

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.


Submit