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HROB 2090 Study Guide - Quiz Guide: Problem Solving, Negative Affectivity, Positive Affectivity

26 pages411 viewsWinter 2017

Department
Human Resources and Organizational Behaviour
Course Code
HROB 2090
Professor
Ali
Study Guide
Quiz

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1
Chapter 1: Organizational Behaviour and Management
What is Organizational Behaviour?
The attitudes and behaviours of individuals and groups in
organizations.
Goal of Organizational Behaviour
Help organizations become more effective
Predicting organizational behaviour and events.
Explaining organizational behaviour and events in
organizations.
Managing organizational behaviour.
Example:
Productivity
Employee job satisfaction
Organizational commitment
Absenteeism
Turnover
Organizational Behaviour is a field of study that investigates the
impact that individuals, groups, and organization-level processes
have on behaviour within organizations, for the purpose of
applying such knowledge toward improving an organization’s
effectiveness.
Evidence-Based Management
Involves translating principles based on the best scientific
evidence into organizational practices.
Making decisions based on the best available scientific evidence
from social science and organizational research rather than
personal preference and unsystematic experience.
The use of evidence-based management is more likely to result
in the attainment of organizational goals.
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2
Why don’t Mangers Practice Evidence-Based Management?
Discussed more generally in the Pfeffer and Sutton article
assigned for this week.
Negative perceptions of research
Research reports are themselves plagued by disagreements and
confusions, creating a sense of distrust and mystery about the
research process.
One source of this problem is that the term research is used by
many to refer to various types of information that are not
acquired through the standard rigorous scientific process of
research.
Management Practices of the Best Companies to Work for in
Canada
Flexible work schedules
Stock-options, profit-sharing, and bonuses
Opportunities for learning and development
Family assistance programs
Career development programs
Wellness and stress reduction programs
Employee recognition and reward programs
Contemporary Management The Contingency Approach
The merits of both approaches are recognized today.
Management approaches need to be tailored to fit the situation.
The complexity of human behaviour means that an organizational
behaviour text cannot be a “cookbook.”
The general answer to many of the problems in organizations is:
It depends.”
Dependencies are called contingencies.
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3
The contingency approach to management recognizes that there
is no one best way to manage.
An appropriate management style depends on the demands of
the situation.
Henry Mintzberg discovered a rather complex set of roles
played by managers:
Interpersonal roles
Informational roles
Decisional roles
Managerial Activities
Fred Luthans, Richard Hodgetts, and Stuart Rosenkrantz found
that managers engage in four basic types of activities:
Routine communication (formal sending and receiving
information)
Traditional management (planning, decision making,
controlling)
Networking (interaction with people outside of the
organization)
Human resource management (motivating, reinforcing,
disciplining, punishing, managing conflict, staffing, training
and developing employees)
All these managerial activities involve dealing with people.
Some Contemporary Management Concerns
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