Chapter 1: Organizational Behaviour & Management

Question 1

What is Organization

Answer 1

Social invention to reach common goal through group effort

Question 2

Social invention

Answer 2

There are PEOPLE in it

Question 3

Goal Accomplishment

Answer 3

how organisation can SURVIVE & ADAPT TO CHANGE (INNOVATE)

Question 4

Group effort

Answer 4

practice EFFECTIVE TEAMWORK

Question 5

What is Organizational Behaviour?

Answer 5

Attitudes & behaviour of individual & groups in organizations

Question 6

Attitudes

Answer 6

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

Question 7

Behaviours

Answer 7

cooperation, conflict, innovation, resignation, etc

Question 8

Human Capital

Answer 8

knowledge, skills, abilities of an organization’s employees

Question 9

Social Capital

Answer 9

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

Question 10

Internal relationship

Answer 10

relationship formed inside an organization

Question 11

External Relationship

Answer 11

relationship developed w/ external ppl outside organization

Question 12

Management Practices of The Best Companies to Work

Answer 12

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

Question 13

3 Goals of Organizational Behaviour

Answer 13

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

Question 14

What is Management?

Answer 14

Art of getting things accomplished in organization through others

Question 15

What is Evidence Based Management?

Answer 15

translating principles based on best scientific evidence into organizational practices

Question 16

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

Answer 16

• Classical view
• Scientific Management
• Bureaucracy
• Hawthorne studies
• Human relations movement

Question 17

Classical View

Answer 17

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

Question 18

Scientific Management

Answer 18

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

Question 19

Bureaucracy

Answer 19

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

Question 20

Hawthorne studies

Answer 20

psychological & social processes affect productivity and work adjustment

Question 21

Human relations movement

Answer 21

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

Question 22

What is Red-Tape Mentality

Answer 22

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

Question 23

What is Contemporary Management: The Contingency Approach?

Answer 23

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

Question 24

3 Types of Managerial Role

Answer 24

• Informational Role
• Interpersonal Role
• Decisional Role

Question 25

Informational Role (MoDiSpok)

Answer 25

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

Question 26

Interpersonal Role (FiLeLi)

Answer 26

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)

Question 27

Decisional role [EDaN]

Answer 27

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

Question 28

4 Behaviours of Managers

Answer 28

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

Question 29

Routine Communication

Answer 29

Sending & receiving info, handling paperwork

Question 30

Traditional Management

Answer 30

Plan, decision-making, control

Question 31

Networking

Answer 31

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

Question 32

Human Resource Management (Manager Behaviour)

Answer 32

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

Question 33

Managerial Agendas: Behaviour Patterns of Successful Managers

Answer 33

- Agenda Setting - Network - Agenda Implementation

Question 34

Network

Answer 34

allows information & establishment of cooperative relationship

Question 34

Agenda Setting

Answer 34

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

Question 35

Agenda implementation

Answer 35

use the NETWORKS to IMPLEMENT AGENDA

Question 36

Managerial Minds: How Managers Think!

Answer 36

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?)

Question 37

What is Good Intuition?

Answer 37

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

Question 38

What is International Managers?

Answer 38

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

Question 39

Contemporary Management Concerns

Answer 39

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

Question 40

Workplace spirituality?

Answer 40

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

Question 41

Organizational Care

Answer 41

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

Question 42

Positive Organizational Behaviour

Answer 42

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

Question 43

Psychological Capital

Answer 43

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

Question 44

Talent Management

Answer 44

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

Question 45

Employee Engagement

Answer 45

employee’s vigour, dedication, absorption

Question 46

Alternative Work Arrangements

Answer 46

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

Question 47

Precarious Work

Answer 47

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

Question 48

Corporate social responsibility

Answer 48

org. social impact (they have to be socially responsible) Internal --> Focused on the internal workforce External --> Focused on community, environment, and consumer