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[MGHB02H3] - Midterm Exam Guide - Ultimate 17 pages long Study Guide!


Department
Management
Course Code
MGHB02H3
Professor
Brian Samuel Connelly
Study Guide
Midterm

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UTSC
MGHB02H3
MIDTERM EXAM
STUDY GUIDE

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

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Chapter 1: Organizational Behavior and Management
Organizations: social inventions for accomplishing common goals through group effort (where
social inventions means having people)
Organizational behavior: the attitudes and behaviors of individuals and groups in organizations
Human resources management: programs, practices, and systems to acquire, develop, and retain
employees in organizations
Why study organizational behavior?
1. Interesting
2. Important
3. Makes a difference
Goals of organizational behavior:
1. Predicting OB
2. Explaining OB
3. Managing OB
Management: the art of getting things accomplished in organizations through others
Evidence-based management: translating principles based on the best scientific evidence into
organizational practices
Classical viewpoint: an early prescription on management that advocated high specialization of
labor, intensive coordination, and centralized decision making
Scientific management: Frederick Taylor’s system for using research to determine the optimum
degree of specialization and standardization of work tasks
Bureaucracy: Max Weber’s ideal type of organization that included a strict chain of command,
detailed rules, high specialization, centralized power, and selection and promotion based on
technical competence
Hawthorne studies: research conducted at the Hawthorne plant of Western Electric near Chicago in
the 1920s and 1930s that illustrated how psychological and social processes affect productivity and
work adjustment
Human relations movement: a critique of classical management and bureaucracy that advocated
management styles that were more participative and oriented toward employee needs
Chapter 4: Values, Attitudes, and Work Behavior
Attitude: a fairly stable evaluative tendency to respond consistently to some specific object, situation,
person, or category of people
BELIEF + VALUE → ATTITUDE →BEHAVIOUR
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Job satisfaction: a collection of attitudes that workers have about their jobs
What determines job satisfaction?
Discrepancy
Fairness
Disposition
Mood/emotion
Discrepancy theory: a theory that job satisfaction stems from the discrepancy between the job
outcomes wanted and the outcomes that are perceived to be obtained
Distributive fairness: fairness that occurs when people receive the outcomes they think they deserve
from their jobs
Equality theory: a theory that job satisfaction stems from a comparison of the inputs one invests in a
job and the outcomes one receives in comparison with the inputs and outcomes of another
person/group (the ratio is represented as 
 
 )
Inputs: anything that people give up, offer, or trade to their organization in exchange for outcomes
Outcomes: factors that an organization distributes to employees in exchange for their inputs
Procedural fairness: fairness that occurs when the process used to determine work outcomes is seen
as reasonable
Interactional fairness: fairness that occurs when people feel they have received respectful and
informative communication about an outcome
Emotions: intense, often short-lived feelings caused by a particular event
Moods: less intense, longer-lived, and more diffuse feelings
Emotional contagion: tendency for moods and emotions to spread between people or throughout a
group
Emotional regulation: requirement for people to conform to certain ‘display rules’ in their job
behavior in spite of their true mood or emotions
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