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Chapter 1

Chapter 1 - MHR 405


Department
Human Resources
Course Code
MHR 405
Professor
Frank Miller
Chapter
1

Page:
of 2
MHR 405: Chapter 1
ORGANIZATIONAL BEHAVIOUR: A field of study that seeks to understand, explain, pr
edict, and change human behaviour
Behavioural Science: Research that improves one's ability to understand, predict
, and influence the behaviour of others
Human Capital: The knowledge that employees possess and generate, including thei
r skills, experience, and creativity
Psychology: The science of human behaviour
Hawthorne Studies: Studies conducted at the Hawthorne plant of Western Electric
in the 1920's and 1930's that demonstrated the impact of psychological process a
nd peer pressure on individual behaviour and performance
Engineering: The applied science of energy and matter
Scientific Management: Fredrick Taylor's system for using research to determine
the optimum degree of specialization and standardization for a job task
Sociology: The science of society
Anthropology: The science of the learned behaviour of human beings
Management: The study of overseeing activities and supervising people in organiz
ations
Organizations: Groups of people who work interdependently toward some common pur
pose
Managers: People in organizations who perform jobs that involve the direct super
vision of other people
Human Resources Management: The activities, policies, and practices involved in
obtaining, developing, utilizing, evaluating, maintaining, and retaining the app
ropriate number and skill mix of employees to accomplish the organizations objec
tives
External Task Environment: The sectors or forces with which the organization int
eracts directly and/or that have a direct impact on the organizations ability to
achieve its goals
Boundary-Spanning Roles: Jobs that link and coordinate an organization with key
elements in the task environment
GHOST:
(G)oals: The strategies that leaders create and follow to accomplish the organiz
ations purpose and vision
(H)uman Resources: Staff, Relationships, Reward
(O)rganizational (S)tructure: How jobs are designed and the departments
(T)echnology: The wide range of tools, knowledge, and/or techniques used to tran
sform the inputs into outputs
Organizational Outputs: The products and services, as well as the more intangibl
e outputs such as repution, image, and ideas
Feedback: Any information that people or organizations receive about their behav
iour or performance, its effect on others, or comparison to a standard or expect
ation
Formal Organization: Which includes its official, legitimate, and most visible p
arts, such as its technology and structure
Informal Organization: This includes the unofficial and less visible elements su
ch as beliefs, assumptions, values, and unspoken norms of behaviours
Organizational Culture: A pattern of basic assumptions considered valid and taug
ht to new members as the way to perceive, think and feel in the org.
Corporate Governance: The system of control and performance monitoring of top ma
nagement
Corporate Social Responsibility (CSR): The obligation of a firm to use its econo
mic, legal, ethical, and philanthropic resources in ways to benefit society
Ethical Behaviour: Acting ways consistent with ones personal values and the comm
only held values of the organization and society
Triple Bottom Line: An expanded baseline for measuring performance, adding socia
l and environmental dimensions to the traditional monetary benchmark
Transnational organization: An organization in which the global viewpoint supers
edes national issues
Total Equality Management (TQM): The total dedication to continuous improvement
and to customers so that the customer needs are met and their expectations excee
ded
Six Sigma: A high-performance system to execute business strategy that is custom
er-driven, emphasis quantitiave decision making, and puts a priority on saving m
oney
Knowledge Management (KM): Getting the right knowledge to the right people at th
e right time
Tactic Knowledge: Knowledge that resides within an individual
Communities of Practice (CoP): Groups of practice informally bound together by s
hared expertise and passion for joint expertise
Diversity: All forms of individual differences
Glass Ceiling: A transparent barrier that keeps women from riing above a certain
level in organizations
Disability: An activity limitation or a partcipation restriction asociated with
a physical or mental conditions or a health problem