Week 1

Question 1

Two main classes of outcomes we look at

Answer 1

(1) Job performance
(2) Organisational commitment

Question 2

What do managers do?

Answer 2

POLC
- Planning
-Organising
-Leading
-Controlling

Question 3

Planning

Answer 3

to set the direction, decide where you want to go, decide the best way to go about it

Question 4

Organising

Answer 4

To create structures

Question 5

Leading

Answer 5

To inspire effort

Question 6

Controlling

Answer 6

To ensure results, measure performance, take connective action

Question 7

Core values of science

Answer 7

accuracy, objectivity, scepticism, open-mindedness

Question 8

Theory (definition)

Answer 8

an integrated set of principles that specifies: how variables are related, why variables are related, under what conditions variables are related

Question 9

What defines a good theory?

Answer 9

• a wide range of observations
• clear predictions

Question 10

Hypothesis

Answer 10

Predictions derived from theory (test a theory; direct research, practical implications of theories)

Question 11

Data collection methods:

Answer 11

Systematic observation
Experimental method

Question 12

Systematic observation (correlational)

Answer 12

allows for the study of variables we can’t manipulate
(1) Partially: race, gender, organisation, team
(2) Ethically: sabotage, turnover

(allows us to examine the relationship between several variables at once)

Question 13

conditions for causality

Answer 13

(1) correlation between x and y
(2) x comes before y in time
(3) there are no alternative explanations for the relationship between x and y

Question 14

Interpersonal skills

Answer 14

• good people skills and excellent technical skills
• important for managerial effectiveness

Question 15

Organisation (definition)

Answer 15

a consciously coordinated social unit that functions on a relatively continuous basis and is composed of two or more people to achieve a common goal or set of goals

Question 16

Manager (definition)

Answer 16

an individual that fulfils goals through other people. They direct the activities of others, allocate resources and make key decision to attain their goals.

Question 17

Based on the study of Henry Mintzberg, into which three categories can managers roles be grouped into?

Answer 17

1. Interpersonal
2. Informational
3. Decisional

Question 18

Into which three managerial roles can interpersonal role duties be divided into? State and explain their functions.

Answer 18

1. The figurehead role (performing symbolic and ceremonial tasks of legal or social nature)
2. The leadership role (coordinating, directing and motivation employees)
3. The liaison role (contacting outsiders to gather information and gain favours)

Question 19

Describe the monitor role

Answer 19

the need for managers to collect information from both external and internal sources to learn about changes in the market and what competitors may be planing

Question 20

Describe the disseminator role

Answer 20

acting as a conduit to transmit information from outside sources to organisational members

Question 21

Describe the spokesperson role

Answer 21

when managers represent and convey the organisation’s ideas and policies to outsiders

Question 22

What are the decisional roles?

Answer 22

Involves making choices
- the entrepreneur
- the disturbance handler
- the resource allocator
- the negotiator

Question 23

Describe the entrepreneur role

Answer 23

initiating and directing new projects which bring upon substantial change to improve the organisation’s performance

Question 24

Describe the negotiator role

Answer 24

when managers discuss issues and bargain with other companies to gain advantages

Question 25

Describe the disturbance handler role

Answer 25

responsible for making restorative action when the organisation faces unprecedented and important disturbances

Question 26

Describe the resource allocator role

Answer 26

managers that are responsible for the allocation of human, physical and monetary resources

Question 27

Which three categories of management skills did Robert Katz define?

Answer 27

Technical skills (ability to apply specialised knowledge/ expertise)
Human skills (ability to understand, work with and motivate people and groups)
Conceptual skills (the mental ability to analyse and diagnose complex problems)

Question 28

Organisational Behaviour (definition)

Answer 28

the field of study that researches the impact of individuals, groups and structure on the employees’ behaviour within organisations.
The findings of the research –> improve the effectiveness of the organisation.

Question 29

Systematic study

Answer 29

the process of looking at relationships, attempting to attribute causes and effects and basing conclusions on scientific evidence

Question 30

Evidence-based management (EBM)

Answer 30

approach that compliments systematic study and involves managerial decisions based on the best available scientific evidence

Question 31

What are the four OB disciplines?

Answer 31

-Psychology
-Social psychology
-Sociology
-Anthropology

Question 32

Psychology

Answer 32

explanation of behaviour of humans and other animals

Question 32

Social psychology

Answer 32

combines elements from psychology and sociology and investigates the influence of people on one another

Question 32

Sociology

Answer 32

focuses on the relation between the behaviour of people and their environment

Question 33

Anthropology

Answer 33

study that focuses on societies and humans in relation to their activities

Question 34

Workforce diversity

Answer 34

Adapting to work with people from different backgrounds

Question 35

Positive organisational scholarship

Answer 35

concerns the way organisations develop human strength, foster vitality and resilience and unlock potential

Question 36

Ethical dilemmas

Answer 36

situations during which employees must define right and wrong conduct

Question 37

model (definition)

Answer 37

an abstraction of reality, a simplified representation of some real-world phenomenon
3 types of variables (inputs, processes, outcomes)
3 levels of analysis (individual, group and organisations system)

Question 38

Inputs

Answer 38

group roles, organisational structure, values that lead to processes

Question 39

Outcomes

Answer 39

key variables that are predicted or achieved at the end of a model

Question 39

Processes

Answer 39

the actions that individuals, groups and organisations partake in as a result of inputs which then lead to certain outcomes

Question 40

Task performance

Answer 40

effectiveness and efficiency combined when employees are performing core tasks

Question 41

Citizenship behaviour

Answer 41

discretionary actions that contribute to a good psychological and social work environment

Question 42

Withdrawal behaviour

Answer 42

when actions are taken by employees to separate themselves from the organisation

Question 43

How is group functioning measured?

Answer 43

by the quantity and quality go the work which the group does

Question 44

Challenges and opportunities for OB

Answer 44

Economic pressures (decisions related to layoffs and uncertainty), globalisation (managing diverse workforces), workplace diversity (accommodating various backgrounds and avoiding discrimination), customer service (customer-responsive culture), well-being at work (balancing work and personal life)