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Human Resource Management (2nd Year) Midterm > Chapter 1: Organizational Behaviour & Management > Flashcards

Chapter 1: Organizational Behaviour & Management Flashcards

1
Q

What is Organization

A

Social invention to reach common goal through group effort

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2
Q

Social invention

A

There are PEOPLE in it

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3
Q

Goal Accomplishment

A

how organisation can SURVIVE & ADAPT TO CHANGE (INNOVATE)

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4
Q

Group effort

A

practice EFFECTIVE TEAMWORK

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5
Q

What is Organizational Behaviour?

A

Attitudes & behaviour of individual & groups in organizations

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6
Q

Attitudes

A

how satisfied ppl with their jobs, how committed they feel to their goals,

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7
Q

Behaviours

A

cooperation, conflict, innovation, resignation, etc

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8
Q

Human Capital

A

knowledge, skills, abilities of an organization’s employees

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9
Q

Social Capital

A

social resources that individual obtains from participation in a social structure, that can assist in work & career

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10
Q

Internal relationship

A

relationship formed inside an organization

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11
Q

External Relationship

A

relationship developed w/ external ppl outside organization

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12
Q

Management Practices of The Best Companies to Work

A
  • Flexible work schedule
  • Mentorship programs
  • Extensive training & development program
  • Performance bonuses
  • On-site fitness, daycare, & wellness facilities
    Etc
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13
Q

3 Goals of Organizational Behaviour

A
  • Predicting the behaviour of others
  • Explaining why events in organizations occur
  • Management
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14
Q

What is Management?

A

Art of getting things accomplished in organization through others

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15
Q

What is Evidence Based Management?

A

translating principles based on best scientific evidence into organizational practices

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16
Q

Early Classification on the “Correct” way to manage an organization

A
  • Classical view
  • Scientific Management
  • Bureaucracy
  • Hawthorne studies
  • Human relations movement
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17
Q

Classical View

A

advocate high specialization of labour, intensive coordination, & centralized decision making

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18
Q

Scientific Management

A

Frederick taylor’s system for using research to determine the optimum

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19
Q

Bureaucracy

A

mac weber’s ideal type of organization that included a strict chain of command, detailed rules, high specialization, centralized power, and selection and promotion based on technical competence

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20
Q

Hawthorne studies

A

psychological & social processes affect productivity and work adjustment

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21
Q

Human relations movement

A

advocate management styles that were more participative & oriented towards employee needs → critic towards the classic & bureaucracy

22
Q

What is Red-Tape Mentality

A

regulations or conformity to formal rules or standards which are excessive, rigid or redundant, or to bureaucracy claimed to hinder or prevent action or decision-making

23
Q

What is Contemporary Management: The Contingency Approach?

A

Approach to management that the appropriate management style depends on the situation

24
Q

3 Types of Managerial Role

A
  • Informational Role
  • Interpersonal Role
  • Decisional Role
25
Q

Informational Role (MoDiSpok)

A

establishing & maintaining interpersonal relations

  • Monitor : managers scan internal → to follow current performance | scan external → to keep up w/ ideas and trends
  • Disseminator : send info (both facts & preference) to others
  • Spokesperson : sending message to external
26
Q

Interpersonal Role (FiLeLi)

A

establishing & maintaining interpersonal relations

  • Figurehead : symbol of organization rather than active decision makers
    –> Ex : speech to a trade group, entertaining clients
  • Leader : select, mentor, reward, discipline employees
  • Liaison : maintain horizontal contact in & outside organization (establish & maintain relationships)
27
Q

Decisional role [EDaN]

A

decision-making

  • Entrepreneur : turn problem & opportunities to plans for improved change
  • Disturbance handler : deal w/ problems; employee conflicts & address threats to resources and turf (wilayah)
  • Negotiator : negotiate w/ other individual / organization
28
Q

4 Behaviours of Managers

A
  1. Routine Communication
  2. Traditional Management
  3. Networking
  4. Human Resource Management
29
Q

Routine Communication

A

Sending & receiving info, handling paperwork

30
Q

Traditional Management

A

Plan, decision-making, control

31
Q

Networking

A

interact w/ ppl outside organization, socializing & politicking w/ insiders

32
Q

Human Resource Management (Manager Behaviour)

A

motivate, reinforce, manage conflict, punish, staff, train, develop employees

  • Climb up the ladder quickly → more network than HRM
  • Unit effectiveness & employee satisfaction commitment → more HRM than network
33
Q

Managerial Agendas: Behaviour Patterns of Successful Managers

A
  • Agenda Setting
  • Network
  • Agenda Implementation
34
Q

Network

A

allows information & establishment of cooperative relationship

34
Q

Agenda Setting

A

setting agenda on what they want to accomplish for the org.

35
Q

Agenda implementation

A

use the NETWORKS to IMPLEMENT AGENDA

36
Q

Managerial Minds: How Managers Think!

A

Use intuition to:
1. Sense a problem exist
2. Perform well-learned mental tasked quickly (ex : sizing up a written contract)
3. Synthesize isolated piece of info & data
4. Double-check more formal / mechanical analyses (do these projections look correct?)

37
Q

What is Good Intuition?

A

problem identify & solving based of systematic & extensive education & experience, allow manager to locate problems within a network of previously acquired info

38
Q
A
38
Q

What is International Managers?

A

The appropriateness of various leadership styles, motivation technique, communication method, depends on where one is in the world

39
Q

Contemporary Management Concerns

A
  1. Diversity (Local & Global)
  2. Employee Health and Wellbeing
  3. Talent Management & Employee Engagement
  4. Alternative work arrangements
40
Q

Workplace spirituality?

A

provide employee w/ meaning, purpose, sense of community, connection to others

41
Q

Organizational Care

A

values & principles centred on employee needs, best interest, contribution

42
Q

Positive Organizational Behaviour

A

study & application of positively oriented human resource strength and psychological capacities that can be measured, developed, effectively managed for performance improvement in today’s workplace

43
Q

Psychological Capital

A

individual positive psychological state of development thats characterized by self-efficacy, optimism, hope, resilience, thriving at work → these can be changed, modified, developed

44
Q

Talent Management

A

attracting, retaining, deploying ppl w/ the required skills to meet business needs

45
Q

Employee Engagement

A

employee’s vigour, dedication, absorption

46
Q

Alternative Work Arrangements

A

ensure workers have equitable opportunities, fair living wage, not exposed to dangerous working condition, discrimination, job insecurity, etc

47
Q

Precarious Work

A

work that’s risky, uncertain, unpredictable for workers → pay is low / unreliable, no benefits, hours are uncertain & inconsistent

48
Q

Corporate social responsibility

A

org. social impact (they have to be socially responsible)

Internal –> Focused on the internal workforce

External –> Focused on community, environment, and consumer

49
Q
A

Human Resource Management (2nd Year) Midterm (6 decks)

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