ORGS 1000- Midterm Exam Guide - Comprehensive Notes for the exam ( 87 pages long!)

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Published on 16 Feb 2018
Course
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ORGS 1000
Midterm EXAM
STUDY GUIDE
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ORGS 1000
Lecture 1
Organizational Behaviour
field of study devoted to understanding, explaining, improving attitudes & behaviours of
individuals & groups in organizations
human resource management
o takes theories & principles studied in OB & eplores nuts & olts appliations of
those principles in organization
strategic management o focuses on product choices & industry characteristics that affect
organizations profitailit
What is an Organization?
An organization is a structured social system consisting of groups and individuals working
together to meet some agreed-upon objectives.
Organizations are open systems -- that is, they are self-sustaining systems that use energy to
transform resources from the environment into some form of output
Roots of Organizational Behaviour
Scientific Management o
Frederick Taylor(ism)
Employees carefully selected and trained
Wages directly related to motivation and performance
Efficiency, time and motion studies
Used scientific methods to study how to optimize performancetaught to
workers
Bureaucracy o Max
Weber
Looks at whole organization rather than focus on specific work
Characteristics of bureaucracy
Division of labour with high level of technical specialization
Strict chain of command (authority hierarchy)
System of formal rules & procedures that ensured consistency,
impartiality, impersonality throughout organization
Decision making at top of organization
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Human Relations
o Stark contrast to classical approaches recognize psychological attributes of individual
workers and social forces within work groups, rather than formal organization & its
functioning
o Elton Mayo - Task performance influenced by non-economic social forces and processes
Hawthorne studies - Productivity linked to social conditions of work
Attention from management can motivate/make employee feel special
Attention can decrease productivity if employees are unsure of reason, suspect
negative outcome from process
Theory X vs. Theory Y Summary
Integrative Model: Key Results
High Performance
- Is the individual/team/organization as a whole achieving consistently high levels of
performance?
High Commitment
- Is the individual satisfied with the job and work environment; are the team members committed
to the team, job and work environment?
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Document Summary

Frederick taylor(ism: employees carefully selected and trained, wages directly related to motivation and performance, efficiency, time and motion studies, used scientific methods to study how to optimize performance taught to workers. Looks at whole organization rather than focus on specific work: characteristics of bureaucracy. Strict chain of command (authority hierarchy: division of labour with high level of technical specialization. System of formal rules & procedures that ensured consistency, impartiality, impersonality throughout organization: decision making at top of organization. Outcomes o job satisfaction o stress: motivation o trust, justice, and. The relation between the individual mechanisms and outcomes occur within an individual, Power and influence o leadership styles and behaviours o organizational. Formal rules and regulation: (cid:449)ritte(cid:374) guideli(cid:374)es are used to (cid:272)o(cid:374)trol all e(cid:373)ployees" (cid:271)eha(cid:448)iours. Impersonal treatment: favouritism is to be avoided, and all work relationships are to be based on objective standards.

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