MHR 405- Midterm Exam Guide - Comprehensive Notes for the exam ( 20 pages long!)

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Published on 5 Oct 2017
Department
Course
Professor
Ryerson
MHR 405
MIDTERM EXAM
STUDY GUIDE
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MHR 405: Lecture 1
Organizational Behaviour (OB): study of what people think, feel, and do in and around organizations
- Employee behaviour, emotional responses, decisions, perceptions
This is the study of how organizations interact with external environments
- Orgaizatios = groups of people ho ork iterdepedetl toard soe purpose it’s ot a
building!)
Features of Organizations
1) Collective entities humans interact in an organized way
a. Communication + coordination + collaboration
2) Collective sense of purpose direction, unification
Foundations of OB
Plato leadership
Confucius ethics, leadership
Elton Mayo human relations school
Why should we study OB?
- It helps us make sense of and predict the world
- We apply OB theory to question beliefs and assumptions
- Adopt evidence-based models for workplace behaviour
- OB plays a role in everything (ex: building high performance, motivating coworkers, handle
conflicts)
Bottom line? organizational effectiveness
- OB practices we use will affect orgaizatio’s surial ad suess
4 Perspectives of Organizational Effectiveness
Organizational Effectiveness: this is what we want (goal)
1) Open systems
a. Earliest thinking/perspective
b. Organizations are complex organisms which live in an external environment
c. Organization will depend on the external environment for resources (ex: job applicants)
i. There are rules/expectations in the external environment (ex: laws, norms)
ii. Other resources are subsystems (ex: equipment)
d. Subsystems depend on each other
i. Outputs valued by external environment (ex: products)
ii. Other outputs can be undesirable though (ex: layoffs, pollution)
e. Organizations get feedback from external environment about outputs and availability of
the inputs
f. When there are complex subsystems, many issues can arise
i. Misinterpreted messages, hoarded resources, lost information
good fit = orgaizatio iputs/proesses/outputs alig ith the eeds of eteral eiroet
Organizational efficiency = inputs : outputs (ratio)
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2) Organizational Learning
a. Effective organizations find ways to acquire, share, use, and store knowledge
i. Builds knowledge intellectual capital
Intellectual capital human (knowledge, skills, ability), structural (knowledge captured in
systems), relationship (value from relationships of customer, supplier, and others)
Four organizational learning processes:
- Knowledge sharing (communication, IS,
training)
- Knowledge use (awareness, sensibility)
- Knowledge storage (human memory,
document, habits)
- Knowledge acquisition (individual learning,
grafting)
3) High Performance Work Practices (HPWP)
a. Transforms inputs into outputs
through human capital
b. Believes that human capital is important for competitive advantage
A) Employee involvement strengthens employee motivation, improves decisions
B) Job autonomy strengthens employee motivation, improves decisions
C) Competency development recruiting, selecting, training
D) Rewards for development links performance/skill development to
financial/nonfinancial rewards
How does HPWP improve organizational effectiveness?
- Develops skills and knowledge, improves work performance
- Ability to perform diverse tasks (adaptability)
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