Ob Chapter 1

Front 1

What's management?

Back 1

Art of getting things done through people in organization

Front 2

What's organizational Behavior?

Back 2

Attitudes and behaviour of individuals and groups in an organization.
How org can be structured more effectively
How events in the external environment affect the organization

Front 3

How OB help a company?

Back 3

The goal of OB is to add value:
That can be reach by social invention, goal accomplishment
Group effort

Front 4

What Is Human Resources Management?

Back 4

Programs, practices, and systems to acquire, develop, and retain employees in organizations.

Front 5

What are commun human ressources practices?

Back 5

Recruitment, selection, compensation, and training and development are common human resources practices..

Front 6

What are the characteristics of a really good company to work for?

Back 6

Flexible work schedules
Stock-options, profit-sharing, and bonuses
Family assistance programs
Career development programs
Wellness and stress reduction programs
Employee recognition and reward programs

Front 7

Whats are Organizational Behaviour Goals

Back 7

Predict
Explain
Manage

Front 8

List the different theory view in OB

Back 8

2 classical views: Scientific management (Taylor) and bureaucracy ( Weber)
Hawthorne studies
Human relations movement
The movement called for
Contemporary Management – The Contingency Approach

Front 9

What the classical view?

Back 9

Specialization, coordination, centralized decisions

Front 10

What's Scientific management by Taylor?

Back 10

Research, optimum specialization, standardization

Front 11

What's bureaucracy by Weber?

Back 11

High specialization and strict chain of command

Front 12

What is dysfunctional in bureaucracy?

Back 12

Employee alienation
Limits innovation and adaptation
Resistance to change
Minimum acceptable level of performance
Employees lose sight of the overall goals of the organization

Front 13

What are Hawthorne studies?

Back 13

The Hawthorne studies involved research conducted in the 1920s and 1930s that illustrated how psychological and social processes affect productivity and work adjustment.
This human relation movement was a critique of classical management and bureaucracy that advocated management styles that were more participative and oriented toward employee needs.

Front 14

What's the Human relations movement ?

Back 14

More people-oriented
More participative styles of management
More catered to the needs of employees

Front 15

Why the human relation movement was created?

Back 15

The movement called for
More flexible systems of management
More interesting job designs

Front 16

Explain Contemporary Management – The Contingency Approach

Back 16

Contemporary managers recognize the merits of both the classical approach and the human relations movement. This contingency approach to management recognizes that there is no one best way to manage, and that an appropriate management style depends on the demands of the situation.

The general answer to many of the problems in organizations is : “It depends”
Dependencies are called contingencies

Front 17

What Do Managers Do?

Back 17

Planning
Exchange informations
manage conflicts
training and teach
take decisions
handle paperwork
control
interact with outsiders
motivate

Front 18

What are some of the contemporary management concerns?

Back 18

Diversity – Local and Global
A Positive Work Environment and Employee Well-Being
Talent Management and Employee Engagement
Corporate Social Responsibility (CSR)

Front 19

What does a positive work environment and employee well-being have to do with organizational behaviour?

Back 19

Increased concerns over job security, increasing job demands, and work-related stress.
Negative effect on employee physical and psychological health and well-being.
Organizations have begun to create more positive work environments.
Organizational behaviour is concerned with creating positive work environments that contribute to employee health and wellness.
Two examples of this are workplace spirituality and psychological capital (PsyCap).

Front 20

Explain Workplace Spirituality

Back 20

Workplace spirituality refers to workplaces that provide employees with meaning, purpose, a sense of community, and a connection to others.
It is about providing employees with a meaningful work-life that is aligned with their values.
Employees have opportunities for personal growth and development, and they feel valued and supported.

Front 21

Explain Psychological Capital (PsyCap)

Back 21

An important contributor to employee success and well-being is psychological capital (PsyCap).
Psychological Capital refers to:
An indivdiual’s positive psychological state of development that is characterized by self-efficacy, optimism, hope, and resilience
Each of the components of PsyCap are states not traits; they are positive work-related psychological resources that can be changed, modified, and developed.
PsyCap is positively related to employee well-being, job attitudes, and job performance, and negatively related to employee anxiety, stress, and turnover intentions.
PsyCap interventions (PCI) can be used to develop employees’ PsyCap.
Organizations can improve employee health and well-being by developing employees’ PsyCap.

Front 22

What's Talent Management in reference to Employee Engagement ?

Back 22

Talent management refers to an organization’s processes for attracting, developing, retaining, and utilizing people with the required skills to meet current and future business needs.
The management of talent has become a major organizational concern that requires the involvement of all levels of management.
Work engagement refers to a positive work-related state characterized by vigour, dedication, and absorption
Only one-third of workers are engaged
More positive job attitudes and higher job performance.
Key to an organization’s success and competitiveness.