MGIB02H3 Study Guide - Midterm Guide: Corporate Social Responsibility, Human Relations Movement, John Kotter
International Organizational Behaviour (Samantha Hansen)
Midterm Study Guide (Chapter 1-4, 7, 10) - Ginny Chan
Chapter 1 - Organizational Behaviour and Management
An organization is:
1. Social Invention - How to understand people and manage them effectively?
●Coordination of people
2. Goal Accomplishment - How can organizations survive and adapt to change?
●They are assembled into groups for goal accomplishment
●To survive, employees must:
○Be motivated to join and stay
○Carry out their basic work reliably
○Be willing to continuously learn and upgrade their skills
○Be flexible and innovative
3. Group Effort - How to get people to practice effective teamwork?
●Rely on interaction and coordination among people
●Informal grouping = Friendships and individuals form informal alliances to accomplish work
Organizational behaviour is:
The attitude and behavior of individuals and groups in organizations
●The study of how organizations can be structured more effectively; the satisfaction and commitment of
employees and the support of marginalized groups
Human Resources Management = Programs, practices and systems to acquire, develop, motivate and retain
employees
Why Should We Study OB?
●Study of people and human nature
●Helps understand what makes and motivates employee commitment to an organization
●Helps distinguish the differences between individuals
Competitive Advantage through People by Jeffrey Pfeffer
●The main factor that differentiates organizations is their workforce and human capital
●16 practices that make organizations effective
○Pay, participation, empowerment, job redesign, training and skill development
There are 3 goals of OB:
1. Predicting OB
●How to anticipate the effort that employees will contribute
●Predict how people will react to situations
2. Explaining OB
●After predicting, we must explain the events and behaviours that occur
→ Why are people motivated, less motivated, satisfied or prone to quitting?
3. Managing OB
●If behaviour can be predicted and explained, it can be managed
●Organizations must take action to make a change
●Looking for a quick fix = Lack of analysis
●Goal: Make decisions with a systematic understanding of behavioural science and organizational behaviour
→ Evidence-based Management” = Translating scientific principles into organizational practice
Classical View and Bureaucracy
Classical Viewpoint
●High degree of specialization of labour, intensive coordination and centralized decision making
International Organizational Behaviour (Samantha Hansen)
Midterm Study Guide (Chapter 1-4, 7, 10) - Ginny Chan
●Departments worked alone and decisions were made by upper management
●Managers have few workers (except lower-level jobs)
Scientific Management by Frederick Taylor
●Father of Scientific Management
●Use of careful research to determine the optimum degree of specialization and standardization
●Use of written instructions so employees can understand work procedures
●Use standardized tasks and encourage breaks for maximum efficiency
Bureaucracy by Max Weber
●Strict chain of command where everyone reports to a single superior
●Selection and promotion based on impersonal technical skills
●Detailed rules, regulations and procedures are implemented
●Power is centralized at the top of the company
Human Relations Movement
Hawthorne Studies
●Research to understand how psychological and social processes affect productivity
○Lighting, fatigue, stress, pauses
Human Relations Movement
●Management styles became participative and oriented towards employees individual needs
●Critiqued Bureaucracy
○Standardization is incompatible with human growth
○Strong centralization fails to acknowledge lower-level members
○Strict, impersonal rules encourage minimal performance
○Employees forget the goals of the organization
Contingency Approach
●There is no ideal way to manage a group
●Management style depends on the demands of the individual and situation
What Do Managers Do?
1. Informational Roles - Monitor, Disseminator, Spokesperson
●Scan the environment to be informed and understand how to transmit information
2. Interpersonal Roles - Figurehead, Leader, Liaison
● Expect behaviours that have to do with establishing interpersonal relations
3. Decisional Roles - Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator
●Scan the environment and turn problems into opportunities to improve
Managerial Activities
There are 4 basic types of managerial activities:
1. Routine Communication - How to formally send and receive information
2. Traditional Management - Planning, decision making, controlling
3. Networking - Communication with others to socialize and create connections
4. Human Resource Management - Dealing with employees
Managerial Agendas by John Kotter
John Kotter studied behavioural patterns and created the managerial categories of:
●Agenda Setting
●Networking
●Agenda Implementation
International Organizational Behaviour (Samantha Hansen)
Midterm Study Guide (Chapter 1-4, 7, 10) - Ginny Chan
Managerial Minds by Simon and Isenberg
Experienced managers use intuition to:
●Sense a problem
●Perform mental tasks rapidly
●Synthesize isolated pieces of information
●Double-check more formal analyses
Contemporary Management Concerns include:
●Diversity (Local and Global)
○Visible minorities are growing in the Canadian workforce
○Age diversity (No longer mandatory to retire at 65; people will keep working)
○Women, members of the LGBT community, disabled
●Employee Health and Well-Being
○Concerns of job security, increasing job demand, work-related stress
○Rise in absenteeism and employee turnover; caused by stress and poor job design
○Rise in work-related illnesses and work-life conflict
○Rise in mental health awareness
○Employees are searching for purpose in their work life and organizations achieve this in 2 ways:
■Workplace Spirituality = Providing employees with a purpose and sense of community that
aligns with their personal values
■Positive Organizational Behaviour (POB) = Study of positively-oriented HR strengths and
psychological capacities that can be measured, developed and managed for performance
improvement
→ PsyCap = State of development based on self-efficacy, optimism, hope and resilience
Talent Management and Employee Engagement
Talent Management
Organizaton’s process for attracting, developing, retaining and utilizing people with the required skills to meet current
and future business needs
Employee Engagement
Positive work-related state of mind that is based on vigour, dedication and absorption
●Key factor in organizational success and competitiveness
Corporate Social Responsibility (CSR)
Organization takes responsibility for the impact of its decisions and actions on its stakeholders
●Organization's overall impact in society
●How organizations produce goods and services in a socially responsible way
●Promotes good treatment of employees, diversity, employment equity and well-being
●Involves environmental, social and governance issues (ESG)
Cross-Cultural Organizational Behaviour
Michele J. Gelfand, Miriam erez and Zeynep Aycan
Pages 479-482
Chapter 2 - Personality and Learning
Personality is:
●Unique characteristics that define and individual and
determine their pattern of interaction with the
environment
●Stable set of physical and psychological attributes that
distinguish each individual
●Environment + Genetics + Situation
Document Summary
They are assembled in o gro ps for goal accomplishmen . Be willing o con in o sly learn and pgrade heir skills. Rely on in erac ion and coordina ion among people. Informal gro ping = friendships and individ als form informal alliances o accomplish work. The a i de and behavior of individ als and gro ps in organiza ions. The s dy of how organiza ions can be s r c red more effec ively; he sa isfac ion and commi men of employees and he s ppor of marginalized gro ps. H man reso rces managemen = programs, prac ices and sys ems o acquire, develop, motivate and retain employees. Helps nders and wha makes and mo iva es employee commi men o an organiza ion. The main fac or ha differen ia es organiza ions is heir workforce and h man capi al.
