Exams are coming!
Get ready with premium notes and study guides!

Textbook Notes for MGCR 222 at McGill University


MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Final: Complete and Comprehensive 59 Page Final Exam Study Guide Fall 2015

OC53748859 Page
142
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 21: Social Loafing, Scapegoating, Job Satisfaction

OC5374883 Page
60
Mgcr222 - lecture 21 - dealing with others: types of "toxic" group members, the climber. Takes credit for others" work, only does work that is visible
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 20: Negative Feedback, Stereotype, Standard Deviation

OC5374884 Page
59
Mgcr222 - lecture 20 - feedback: performance appraisal. A formal method for assessing how well an individual is doing with respect to assigned goals. H
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 19: Motivation, Structural Holes

OC5374882 Page
25
Mgcr222 - lecture 19 - individual creativity: promoters of individual creativity, flexibility, fluency, originality, passion, know yourself, threats to
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 18: Social Loafing, Divergent Thinking, Brainstorming

OC5374883 Page
22
Mgcr222 - lecture 18 - group creativity: definitions. The ability to form new concepts using existing knowledge. The realization of novel and useful id
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 17: Cultural Lag, Organizational Commitment, Job Satisfaction

OC5374882 Page
28
Mgcr222 - lecture 17 - cultural change: keeping a culture alive. Concern with how well the candidates will fit into the organization. Provides informat
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 16: Air Conflicts

OC5374884 Page
34
Mgcr222- lecture 16 - culture fundamentals: organizational culture. The set of values, attitudes, beliefs, and expected behaviour shared by members of
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 14: Motivation, Ob River, Information System

OC5374885 Page
36
Mgcr222 - structure fundamentals - lecture 14: what is organization structure. How an organization arranged people and activities in the interest of me
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 13: Best Alternative To A Negotiated Agreement, Psychological Adaptation, Group Conflict

OC5374883 Page
28
Mgcr222- lecture 13 - negotiation: conflict: intergroup. But our psychological adaptation- out inherent "group-ish-ness"- now sow the seeds of group co
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 10: Job Satisfaction, Situational Leadership Theory, Servant Leadership

OC5374886 Page
22
Leadership is the process of directing and influencing people toward attaining defined organizational goals --> "generative tasks" Managers is controll
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 9: Arity, The Takeaway, Tour Guide

OC5374885 Page
17
Status is ascribed by others: sources of influence. You do what this person says because you respect/value them. Gives you influence over others --> ne
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 7: Pluralistic Ignorance, Milgram Experiment, Group Polarization

OC5374883 Page
27
When our individual distortions involved in group decisions: milgram experiment. 40 male subjects were told experiment was to study effects of punishme
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 3: Eye Contact, Sign Language, Interpersonal Communication

OC5374885 Page
29
Comes from latin verb communicare "to make common to many" When you communicate, you share your knowledge and ideas. The sharing of meaning by sending
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 8: Tall Poppy Syndrome, Abilene Paradox, Social Dilemma

OC5374882 Page
19
Conflicting needs: " we "- from a theoretical standpoint. We have inherent need for affiliation and acceptance by others (maslow"s hierarchy of needs)
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 4: Goal Setting, Distributive Justice, Ultimatum Game

OC5374883 Page
20
The psychological forces within a person that determine the direction of a person"s behaviour in an organization, a person"s level of effort, and a per
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 12: Escalation Of Commitment, Abilene Paradox, Dcf Interframe Space

OC5374884 Page
25
Lecture 12 - conflict: underlying sources of conflict. Real or perceived difs in needs and priorities (deep) Real or perceived difs in values, percepti
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 11: Ronald Stuart Burt, Human Capital, Structural Holes

OC5374883 Page
25
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 5: Job Satisfaction, Total Quality Management, W. M. Keck Observatory

OC5374884 Page
16
Managers can think that their employees are either motivated by: extrinsic factors. Incentive systems refer to how (tangible) extrinsic rewards are dis
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 2: Stereotype Threat, African Americans, Fundamental Attribution Error

OC5374883 Page
21
The individual"s knowledge that he belongs to certain social groups, together with some emotional and value significance to him of the group membership
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 6: Sunk Costs, Loss Aversion, Conjunction Fallacy

OC5374884 Page
22
View Document
MCGILLMGCR 222Jean- Nicolas ReytFall

MGCR 222 Lecture Notes - Lecture 1: Customer Survey, Organizational Culture, Team Dynamics

OC5374883 Page
27
View Document
View all Premium Notes (20+)
MCGILLMGCR 222Yongheng YaoFall

MGCR 222 Chapter Notes -Subjective Constancy, Central Tendency, Structured Interview

OC436605 Page
30
Perception: the process of interpreting the messages of our senses to provide order and meaning to the environment. Perception helps sort out and organ
View Document
MCGILLMGCR 222Irv RosensteinWinter

MGCR 222 Chapter Notes - Chapter 1-4: Entp, Hypervigilance, Conscientiousness

OC10023012 Page
53
Organizational behavior: systematic study that investigates the impact that individual, groups and structure have on behavior within organization apply
View Document
MCGILLMGCR 222Yongheng YaoFall

MGCR 222 Chapter Notes -Social Cognitive Theory, Conscientiousness, Reinforcement

OC436608 Page
27
They are pre-disposed to react in a certain way (they are born this way) Both environment and disposition determines the way you behave, b = f (p, Pers
View Document
MCGILLMGCR 222Jim FraserWinter

MGCR 222 Chapter Notes -Motivation, Job Enrichment, Reward System

OC683375 Page
40
Money is the most commonly used reward, but it may not play a large role in motivation. An effective reward system links pay to performance, which is c
View Document
MCGILLMGCR 222Chantal Westgate

MGCR 222 Chapter Notes - Chapter 7: Convergent Thinking, Behavioral Addiction, Job Performance

OC23401085 Page
0
Leading yourself means being authentic in your roles inside and outside of an organization- and acting with integrity. Authenticity is the state of bei
View Document
MCGILLMGCR 222Chantal Westgate

MGCR 222 Chapter Notes - Chapter 2: Corporate Social Responsibility, Ethnocentrism

OC23401083 Page
0
Chapter 2: exploring the landscape of ob: stakeholder relationships. A stakeholder is any group within or outside an organization that is directly affe
View Document
MCGILLMGCR 222Patricia HewlinFall

MGCR 222 Chapter Notes - Chapter 5: Confirmation Bias, Risk Aversion, Whistleblower

OC414263 Page
47
Mgcr222 chapter 5 notes: perception and individual decision making. Perception a process by which individuals organize and interpret their sensory impr
View Document
MCGILLMGCR 222Chantal Westgate

MGCR 222 Chapter Notes - Chapter 3: Psychological Types, Organizational Citizenship Behavior, Trait Theory

OC23401084 Page
0
Chapter 3: understanding individual attributes: diversity and surface characteristics. The organization in which we work and interact include a variety
View Document
MCGILLMGCR 222Chantal Westgate

MGCR 222 Chapter Notes - Chapter 10: Nominal Group Technique, Groupthink, Delphi Method

OC23401084 Page
0
Both terms refer to the interplay between two or more member within an organization. Group : a collection of two or more people who share a common inte
View Document
MCGILLMGCR 222Patricia HewlinFall

MGCR 222 Chapter Notes -Buck Passing, Zero-Sum Game, Whistleblower

OC716153 Page
25
Definition: capacity to influence the behaviours of others accordingly to his desires, function of dependency. Contrast leadership/power: power: no nee
View Document
MCGILLMGCR 222Patricia HewlinFall

MGCR 222 Chapter Notes -Communication Apprehension, Selective Perception, Instant Messaging

OC716156 Page
26
Definition: transfer of meaning among members, understanding of meaning. Functions: control member behavior, foster motivation, provide a release for e
View Document
MCGILLMGCR 222Chantal Westgate

MGCR 222 Chapter Notes - Chapter 1: Virtue Ethics, Self-Control, Invisible Hand

OC23401083 Page
0
Chapter 1: putting people first: organizations and organizational behaviour. Organizations: social structures created by individuals to support the col
View Document
Showing 1 — 12 of 49 result
View all professors (8+)

Textbook Notes (270,000)
CA (160,000)
McGill (5,000)
MGCR (200)
MGCR 222 (40)