MHR 405 Study Guide - Midterm Guide: Cognitive Dissonance, Contact Hypothesis, Emotional Labor

• School: Ryerson University
• Department: Human Resources
• Course: MHR 405
• Professor: Franklin Ramsoomair

Document Summary

Organizational behaviour: the study of what people think, feel, and do in and around organizations. Organizations: groups of people who work interdependently toward some purpose. Organizational effectiveness: a broad concept represented by several perspectives, including the orga(cid:374)izatio(cid:374)"s fit (cid:449)ith the e(cid:454)ter(cid:374)al e(cid:374)(cid:448)iro(cid:374)(cid:373)e(cid:374)t, internal subsystems configuration for high performance, emphasis on organizational learning, and ability to satisfy the needs of key stakeholders. Open systems: a perspective which holds that organizations depend on the external environment through their output, and consist of internal subsystems that transform inputs to outputs. Organizational efficiency: the a(cid:373)ou(cid:374)t of outputs relati(cid:448)e to i(cid:374)puts i(cid:374) the orga(cid:374)izatio(cid:374)"s tra(cid:374)sfor(cid:373)atio(cid:374) process. Organizational learning: a perspective which holds that organizational effectiveness depends on the organizations depends on the organizations capacity to acquire, share, use, and store valuable knowledge. Intellectual capital: a (cid:272)o(cid:373)pa(cid:374)(cid:455)"s sto(cid:272)k of k(cid:374)o(cid:449)ledge, i(cid:374)(cid:272)ludi(cid:374)g hu(cid:373)a(cid:374) (cid:272)apital, stru(cid:272)tural (cid:272)apital, a(cid:374)d relationship capital. Human capital: the stock of knowledge, skills, and abilities among employees that provide economic value to the organization.