COM 220 Study Guide - Midterm Guide: Absenteeism, Belongingness, Equity Theory

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Midterm
Wednesday, June 13, 2018
2:02 PM
Key
Topic/Concept
for Review
Definition of an
Organization
The most important goal of virtually all organizations is survival. Organization is a
social invention for accomplishing common goals through group effort.
Definition of the
study of OB
Organizational behaviour can help you understand resource management. OB is
interested in the attitudes of individuals and groups in an organizations, the
behaviour of individuals and groups in organizations, the structure, and formation
of groups.
Goals of OB
Classical View of
Management
The classical view advocates a high degree of specialization of labour, intensive
coordination, and centralized decision making. To maintain control, it suggests that
managers have fairly few workers, except for lower level jobs where machine
pacing might substitute for close supervision.
Scientific
Management
Is the process of using research to develop the optimum degree of specialization
and standardization of work tasks. Frederick Taylor was the father of scientific
management.
Bureaucracy The idea of bureaucracy was developed by Max Weber.
Human
Relations
Movement
The human relations movement was critical of bureaucracy. The human relations
movement of the 1920's and 30's was originally concerned with the impact of
fatigue, rest pauses, and lighting on productivity. Researchers began seeing the
additional effects on productivity of psychological and social processes.
Hawthorne
Studies
The Hawthorn studies illustrated how psychological and social processes affect
productivity and work adjustment.
Contingency
Approach to
Management
The contingency approach to management suggests that management style
depends on the demands of the situation. It recognizes that there is no one best
way to manage, and that an appropriate management style depends on the
demands of the situation. The manager therefore has to take into consideration
the characteristics of the employees, as well as the nature of situation or task and
what the group is trying to achieve. Management style will vary for different
groups, in different situations, and for different tasks.
Talent
Management
Talent management refers to an organization's processes for attracting,
developing, retaining, and utilizing people with the required skills to meet current
and future business needs. Examples include: providing opportunities for learning,
designing jobs that are challenging, meaningful, and rewarding, providing
monetary rewards for performance, managing a diverse work force, offering
flexible work arrangements, and providing effective leadership.
Work
Engagement
Work engagement is categorized by vigour, dedication, and absorption. It refers to
a positive work-related state of mind that is characterized by vigour, dedication,
and absorption. Engagement is considered to be a key factor for an organization's
success and competitiveness and can have a significant effect of productivity,
customer satisfaction, profitability, innovation, and quality.
Corporate Social Corporate social responsibility has to do with organizations taking responsibility
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Responsibility for the impact of its decisions and actions on its stakeholders. Ex. ACME Inc. has
decided to give their employees several days off each year to do work in the
community. Also has to do with the way that organizations treat their employees.
Definition of
Personality
An individual's personality encompasses a relatively stable set of psychological
characteristics. Personality will have the most impact in a weak situation of loosely
defined roles with few rules. Personality is most commonly thought to consist of
five general dimensions. The personality of extraversion is defined as the extent to
which a person
Dispositional vs.
Situational vs.
Interactionist
approaches to
OB
Situational approach: rewards and punishments influence peoples feelings,
attitude and behaviour. If an organization decides to change the characteristics of
work tasks in order to improve employee satisfaction and performance. A person
who is relatively unconstrained by situational forces and acts to change and
influence the environment. Dispositional approach: if an organization decides to
use personality tests in the hiring of employees in order to improve employee
satisfaction and performance. Personality trait would be core self-evaluations.
Individuals possess stable traits or characteristics that influence their attitude and
behaviours. Interactionist approach, organizational behaviour is a function of both
dispositions and the situations. The interactionist approach is the most widely
accepted perspective within organizational behaviour.
Weak situations
vs. strong
situations
Personality will have the most impact in weak situations of loosely defined rules
with few rules. In weak situations, roles are loosely defined. There are few rules
and weak reinforcement and punishment contingencies. Personality has the
strongest effect in weak situations.
Five Factor
Model of
Personality
Extraversion, emotional stability, agreeableness, conscientiousness, openness to
experience.
General self-
efficacy
The personality dimension which helps foster cooperation and nurturing of others
and teamwork. Is a motivational trait.
Definition of
Learning
Learning occurs when practice or experience leads to a relatively permanent
change in behaviour potential. The practice that prompts learning stems from an
environment that provides feedback concerning the consequences of behaviour.
Operant
Learning Theory
Learning by virtue of direct experience with the consequence of one's behaviour.
Operantly learning behaviour is controlled by the consequences that follow it.
Social Cognitive
Theory
Is most strongly associated with modelling. The idea of triadic reciprocal
causation has its basis in. Human behaviour can best be explained through a
system of triadic reciprocal causation. A model is a person who imitates another
person's behaviour. A model is a person whose behaviour is imitated. The process
of imitating the behaviour of others is called observational learning.
Positive
reinforcers vs.
negative
reinforcers
Positive reinforces: Money, feedback, and social recognition accurately indicates
the forms of positive reinforcement that have been found to be effective for OB
modification. Research on OB has found that money has stronger effects on
performance than other forms of positive reinforcement. Negative reinforces
increase the probability of a behaviour. Removing a negative stimulus when a
behaviour occurs in order to strengthen the behaviour is called negative
reinforcement.
Organizational
errors involving
Confusing rewards with reinforcers, neglecting diversity in preferences for
reinforces, and neglecting important sources of reinforcement.
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reinforcement
Performance
feedback
A manager has just provided an employee with information on past performance
for the purpose of changing or maintaining performance in specific ways.
Performance feedback is most effective when it is delivered immediately after
observing performance. Money has stronger effects on performance than social
recognition and performance feedback. According to research on organizational
behaviour modification: money, social recognition, and performance feedback.
Performance feedback and social recognition. Performance feedback involves
providing quantitative or qualitative information on past performance for the
purpose of changing or maintaining performance in specific ways.
Social
recognition
Social recognition involves informal acknowledgement, attention, praise,
approval, or genuine appreciation for work well done from one individual or group
to another.
Reinforcement
strategies for
the fast
acquisition of a
response
To obtain fast acquisition of some response, reinforce that response continuously
and immediately.
Reinforcement
strategies for
persistent
behaviour
Behaviour learned under delayed partial reinforcement will be learned slowly but
it will also be persistent.
Employee
recognition
programs vs.
Peer recognition
programs
A financial reward for good performance will not qualify as an employee
recognition program if it is not accompanied by public praise and recognition.
Organizational
Culture – what it
consists of
Communication as a constitutive of the stories, values, expectations, norms,
language, and roles of an organization.
Culture can be thought of as an organizations style, atmosphere, or personality.
Organizational culture consists of the shared beliefs, values, and assumptions that
exist in an organization.
Characteristics
of
Organizational
Culture
Member identity, group emphasis, people focus, unit integration, control, risk
tolerance, reward criteria, conflict tolerance, means-end orientated, open-system
focus. Tend to be fairly stable over time, can persist despite turnover among
organizational members. Can have a strong impact on both organizational
performance and member satisfaction.
Strong cultures
vs. Weak
cultures
(understand the
concept)
A strong culture has been linked to better levels of performance. Strong cultures
allow a company to run more smoothly and quickly. With intense and pervasive
beliefs, values, and assumptions. What the organizations about, and what it stands
for. In weak cultures, beliefs values, and assumptions are less strongly ingrained or
less widely shared across the organization. Weak cultures are fragmented and
have less impact on organizational members. Weak cultures are when some
organizations do not make clear what is important and what is not, which is a lack
of clarity. In such organizations, culture is unlikely to greatly influence managers.
Assets and
liabilities of
Coordination: everyone is working towards the same, well communicated goal.
Conflict resolution: core values will often suggest a resolution. Financial success:
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Document Summary

The most important goal of virtually all organizations is survival. Organization is a social invention for accomplishing common goals through group effort. Organizational behaviour can help you understand resource management. Ob is interested in the attitudes of individuals and groups in an organizations, the behaviour of individuals and groups in organizations, the structure, and formation of groups. The classical view advocates a high degree of specialization of labour, intensive coordination, and centralized decision making. To maintain control, it suggests that managers have fairly few workers, except for lower level jobs where machine pacing might substitute for close supervision. Is the process of using research to develop the optimum degree of specialization and standardization of work tasks. Frederick taylor was the father of scientific management. The idea of bureaucracy was developed by max weber. The human relations movement was critical of bureaucracy.

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