MHR 405- Midterm Exam Guide - Comprehensive Notes for the exam ( 19 pages long!)

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Ryerson
MHR 405
MIDTERM EXAM
STUDY GUIDE
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Organizational Behaviour
Week 1
Introduction to Organizational Behaviour
organization behaviour - the study of what people think, feel and do in and around
organizations; helps us to make sense of and predict our world, question personal
beliefs/assumptions, and adopt more accurate models of workplace behaviour; helps
everyone and affects an organization’s survival and success
organization - groups of people who work interdependently toward some purpose;
have a collected sense of purpose
collective entities - people who interact with each other in an organized way
organizational behaviour was a distinct field in the early 1940s
Plato studied leadership; Confucius studied ethics and leadership; Elton Mayo
studied human relations
Organizational Effectiveness
the ultimate dependent variable in organizational behaviour
is represented by several perspectives, including the organization’s fit with the
external environment, internal subsystems configuration for high performance,
emphasis on organizational learning and the ability to satisfy the needs of key
stakeholders; all four perspectives need to be considered with assessing a
company’s effectiveness
companies may set easy goals, achieve the wrong goals and not use proper goal
attainment strategies
Open System Perspective
subsystems transform
inputs to outputs
inputs include raw materials,
human resources,
information, finances and
equipment
outputs include products/
services, shareholder
dividends, community
support and waste/pollution
external environment gives
feedback for new and
improved inputs
effective organizations
maintain a close fit with
changing conditions and transform inputs to outputs efficiently and flexibly
foundation for the other three organizational effectiveness perspectives
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Organizational Learning Perspective
an organization’s capacity to acquire, share, use and store valuable knowledge
consider both stock and flow of knowledge
stock - intellectual capital: human capital (knowledge that people possess and
generate), structural capital (knowledge embedded in systems), and relationship
capital (value derived from relationships with customers and suppliers)
flow - organizational learning processes of acquisition, sharing, using and storing
organizational learning processes includes
organizational memory - the storage and presentation of intellectual capital
retain intellectual capital by keeping knowledgeable employees, transferring
knowledge to others and transferring human capital to structural capital; successful
companies also unlearn
high performance work practices - workplace practices that leverage the potential of
human capital; need to be bundled to get the best workers; 4 including
1. employee involvement (freedom to do the job, motivation)
2. job autonomy (no micromanagement)
3. develop competencies (organization, time-management)
4. performance-based rewards (vacations, benefits)
Stakeholder Perspective
stakeholders - entities who affect or are affected by the firm’s objectives and actions
personalizes the open systems perspective
stakeholders may have conflicting interest and firms may have limited resources to
satisfy all stakeholder needs
values and ethics prioritize stakeholder interests
values - stable, evaluative beliefs that guide preferences for outcomes or courses of
action in various situations
ethics - moral principles/values; determine whether actions are right/wrong and
outcomes are good/bad
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