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Study Guide

MHR 405- Final Exam Guide - Comprehensive Notes for the exam ( 33 pages long!)


Department
Human Resources
Course Code
MHR 405
Professor
Sathy Sritharakumar
Study Guide
Final

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Ryerson
MHR 405
FINAL EXAM
STUDY GUIDE

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Chapter 1: Introduction to the Field of Organizational
Behaviour
What is Organizational Behaviour?
Study of what people think, feel and do in and around organizations
Looks at employee behaviour, decisions, perceptions and emotional responses
Study of how organizations interact with their external environments, particularly regarding
employee behaviour and decisions
Organizations: groups of people who work interdependently toward some purpose, collective
entities - communicate in an organized way
Historical Foundations
Emerged as a distinct field around the 1940s, but has been studied for centuries
Plato spoke about leadership
Confucius discussed virtues of ethics and leadership
Max Weber - rational organizations, work ethic, charismatic leadership
Why Study OB?
Helps to fulfill the need to understand and predict the world in which we live
Helps us question and rebuild our personal theories that have developed through observation and
experience
OB is for everyone: forward-thinking, embraces reality that all employees are increasingly
expected to manage themselves and work effectively with each other in the workplace
OB and the Bottom Line
Leverages human capital, employee commitment, creativity, visionary leadership, and corporate
social responsibility
Organizational effectiveness: ultimate dependent variable - OB theories and practices ultimately
try to improve the organization's effectiveness
Open Systems Perspective
One of the earliest and well entrenched ways of thinking about organizations
Views organizations as complex organisms that "live" within an external environment
Depends on the external environment for resources including raw materials, job applicants,
financial resources, information and equipment
o Raw materials/HR/info/equip -> products/services/community support
External environment: consists of rules and expectations such as laws & norms that place
demands on how organizations should operate
Internal Subsystems Effectiveness
Defines effectiveness by how well the company operates internally - how well it transforms inputs
into outputs
Organizational efficiency (productivity): ratio of inputs to outputs
Organizational Learning Perspective
Views knowledge as the main driver of competitive advantage
Knowledge acquisition: extracting information and ideas from external environment
Knowledge sharing: distributing knowledge to others across the organization
Knowledge use: applying it in ways that add value to the organization and its stakeholders
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Chapter 2: Individual Behaviour, Personality and Values
MARS model of Individual Behaviour
Motivation, ability and situation are the most commonly mentioned directed predictors of
individual behaviour and performance
Employee motivation
Internal forces that affect a person's direction, intensity, and persistence of voluntary behaviour
Employee ability
Aptitudes and learned capabilities required to successfully complete a task, person-job matching
(selecting applicants, developing employees, redesigning jobs)
Competencies: characteristics of a person that result in superior performance
Role perceptions
Understand the job duties expected of us
Clearer role perceptions/clarity when we: understand our tasks, performance priorities, preferred
procedures
Benefits of clear role perceptions: most accurate/efficient job performance, better coordination
with others, higher motivation
Situational factors
Environmental conditions that constrain or facilitate behaviour
Constraints: time, budget, facilities
Types of Individual Behaviour
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