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Final

Lectures 1-21 - In Class Final Exam Notes

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Department
Business
Course
BU288
Professor
N/ A
Semester
Fall

Description
September 13 2010 Organizational BehaviourLecture 1 Course OverviewIntroductionlevels of analysisFROM organization structure TO Groups Teams TO Individual level of analysis values attitudes perceptions personality motivation Midtermsweeks 4 October 4 and 9 November 1080 minutes in length30 multiple choice questions 1 mark eachthree shortanswer questions 10 points each will test material covered in class This material may not be addressed in the readings Finalthree hours in lengthmultiple choice short answer and long answerintegrative questionsthe final exam will be scheduled during the regular examination period in DecemberWhat is OB each organization has a goal exist for a reasonhave a mission or vision statementthis is what we want to do and this is how we will achieve it each job exists because theres a goal for each job if each unit achieves its goals then the organization achieves goalsWhat are organizations thth UK18 to the 19 centuryduring industrial revolutionthere were a lot of castles then cottage industry textilesfocus on basic needsmachinebased manufacturingmechanization of the textile industries Iron industrySteam powerShoe makers unions one of the first groups to be created employers would hire employees and treat them really badly so then employees started grouping together and created unionsUrbanizationIndustrialization led to the creation of the factory September 13 2010Child Labour people said you shouldnt be using kids like thesebeginning of labour lawCraft workers lost their jobs luddites luddites are people who said you know what we liked the way things were before and we hate the new employers who make so much money and dont pay employeesUnions continue to get strongerClassical view rational manHomo economicus and Bureaucracyrational man is that people are fairly basic and people just want pleasure and avoidpunishment so reward good with money and punish badHierarchypeople watching people watching peopleScientific Managementlook at people like machines and make them move more efficiently at this times factory productions were the most common businessesso everything was based on efficiency ControlsCentralized Decisionsemployees dont think dont question the top about the decisions just do the work real split between managers and employeesWWIlandmark because all the guys went off to work as soldiersfirst thing we did was hire women in workplace to make ammunition and stuffthere were a lot of unionization who were for menwomen paying for union dues and pressuring for rights of females now moving away from economic man and now for looking ways to motivate people WWIImore females in the workplacelooking for ways to motivate people and be efficientmoney was not the best motivating factor now money was limitedafter WWII we were concerned about the Communist threatCommunist threatcommunist come along and say capitalist worker is not goodemployees here love itthey say theyre not stupid they want power with management toocommunist threat really growingcompanies say dont become communist but you want some rights we will give it to you we will give unions power for protection you and giving you rightsbut do not turn to communism we will give unions some protection and allow you influence in decision making September 13 2010HR movementcoming out of WWII thinking at business schools and business elites was that belief ineconomic man does not make senseout of this human relations movement OB grew outOB is fairly new and fairly youngit is a SOCIAL SCIENCEWhat is OBAttitudes and behaviours of individuals in organizationsHow do organizations work Can OBHR practices have a direct positive effect on the bottomline performance of organizationsWhat is StrategyMoves and business approaches to produce successful performance managements game plan for running the business strengthening firms competitive position satisfying customers and achieving performance targetsNOTES FROM SLIDESFive Tasks of Strategic ManagementIterative 1 Defining business stating a mission and forming a strategic vision 2 Setting measurable objectives 3 Crafting a strategy to achieve objectives 4 Implementing and executing strategybusiness do this the worst 5 Evaluating performance reviewing new development and initiating corrective adjustments NOTES FROM SLIDES
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