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MGHB02H3 Study Guide - Final Guide: Human Capital, Decision-Making, Group Cohesiveness


Department
Management
Course Code
MGHB02H3
Professor
Samantha Hansen
Study Guide
Final

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MGHB02 Managing People and Groups in Organizations, Carl Qiu Notes
CHAPTER 1
Organizations are social inventions for accomplishing common goals through group effort.
Organizational Behaviour: is the attitudes and behaviours of individuals and groups in
organizations
Why Study OB?
Organizational Behaviour is interesting because it is about people and human nature.
Organizational Behaviour is important because what happens in organizations has a profound
impact on people. The field has variety and OB explains these differences and using
explanation to improve organizational effectiveness and efficiency.
Most companies these days do similar work and so the real difference in organizations is their
workforce and human capital. This makes organizational behaviour makes a difference.
Human capital is strongly related to and a key determinant of firm performance.
Goals of OB
Predicting organizational behaviour is an essential requirement inside and outside of
organizations. Our lives are made easier by our ability to anticipate various behaviours. This
allows us to predict future behaviour
Explaining events and behaviours in organizations. In general, accurate prediction precedes
explanation. Organizational behaviour is interesting in determining why people are more or
less motivated, satisfied, or prone to resign which helps managers to change to prevent this in
the future.
Management: the art of getting things accomplished in organizations through others.
Bureaucracy: type of organizational structure that includes a strict chain of command, high
specialization centralized power and selection and promotion based on technical competence.
What Do Managers Do?
Interpersonal Roles: expected behaviours that have to do with establishing and
maintaining interpersonal relations
o Figurehead, leader, liaison
Informational Roles: these roles are concerned with the various ways managers receive
and transmit information
o Monitor, Disseminator managers send information on both facts and preferences
to others, spokesperson
Decisional Roles: managerial roles related to decision making

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MGHB02 Managing People and Groups in Organizations, Carl Qiu Notes
Managerial Activities: 4 basic types of activities that managers engage in
Routine Communication: this includes the formal sending and receiving of information
and the handling of paperwork
Traditional Management: planning, decision making and controlling are the primary
types of traditional management
Networking: consists of interacting with people outside of the organization and informal
socializing with insiders
Human Resources Management: this includes motivating and reinforcing, disciplining
and punishing, managing conflicts, staffing and training
Management Concerns
Diversity Local and Global: the demographics of North American population and
workforce are changing and as a result, both the labour force and customers are becoming
increasing culturally diverse.
Positive Work Environment and Employee Well Being: There has been a rise of
turnover and absenteeism and according to a study, this is due to a work life balance.
Workplace spirituality refers to a workplace that provides employees with meaning,
purpose, a sense of community, and a connection to others
Talent Management and Employee Engagement: refers to an organization’s process
for attracting, developing, retaining and utilizing people with the required skills to meet
current and future business needs.
Corporate Social Responsibility (CSR): refers to an organization taking responsibility
for the impact of its decisions and actions on its stakeholders.

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MGHB02 Managing People and Groups in Organizations, Carl Qiu Notes
CHAPTER 2
Personality: The relatively stable set of psychological characteristics that influence the way an
individual interacts with his or her environment
Trait Activation Theory: Personality characteristics influences peoples behaviours when the
situation calls for a particular personality characteristic.
Interactionist Approach: Individuals’ attitudes are a function of both dispositions and the
situation
Five Factor Model of Personality
Extraversion
Emotional
Stability/
Neuroticism
Agreeableness
Conscientiousness
Openness to
Experience
Outgoing vs
Shy, Talkative
vs. Withdrawn
Stable,
confident vs.
Depressed,
Anxious
Tolerant,
cooperative vs.
Cold, Rude
Dependable,
responsible vs.
careless, impulsive
Curious,
original vs. Dull,
unimaginative
Self-Monitoring: the extent to which people observe and regulate how they appear and behave in
social settings and relationships.
Behavioural Plasticity Theory: People with low self-esteem tend to be more susceptible to
external and social influences than those with high self-esteem.
Positive (Negative) Affectivity: Propensity to view the world, including oneself and other people
in a positive (negative) light
General Self-Efficacy (GSE): A general trait that refers to an individuals belief in their ability
to perform successfully in a variety of challenging situations.
Core Self-Evaluations: a broad personality concept that consists of more specific traits that reflect
the evaluations people hold about themselves and self-worth, competence and capability.
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