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BUSMHR 3100 Exam .
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- BUSMHR 3100
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- BUSMHR 3100
Exam of 27 pages for the course BUSMHR 3100 at BUSMHR 3100 (BUSMHR 3100 Exam .)
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BUSMHR 3100 ExamOrganizational Behavior - ANS-The study of the actions and attitudes that people exhibit
in organizations
What is the different levels of organizational behavior - ANS-individual
group/team
organization
What is the goal of OB - ANS-to be able to understand, explain, predict, and
control/shape human behavior
What is Human Resource Management - ANS-the study of the policies, practices, and
systems that influence employees' behavior, attitudes, and performance
What is the economist vs HRM perspective of employees - ANS-Economist = expense
HRM = Value. People are considered resources
What is the goal of HRM - ANS-to understand how to effectively maximize the value of
the employee
The topics we discuss for both OB and HRM are always in the context of an
organizations... - ANS-strategic goals
OBHR Philosophies: The Power of People - ANS-Read in lecture
Practical implications of OBHR - ANS-help to increase the number of people centered
organizations
Have people centered managers who utilize an organization's human, financial,
technological, and other resources to compete effectively
Management - ANS-the process of working with and through others to achieve
organizational objectives efficiently and ethically
How many people have had a bad boss/leader - ANS-75% of subordinated rate their
bosses as a failure
50% of bosses rate their subordinate managers as failures
30-70% of senior managers fail and disappear within 18 months
,Why are people issues so challenging - ANS--People are complex
-Soft skills are anything but easy
-Your success is not guaranteed
Contingency Perspective/Approach - ANS--This is a more situational approach
-No one best way to manage people, teams, etc
-Best use of tools and techniques is driven by unique needs of the situation
Contingency Approach Implementation - ANS-Carefully study the situation, then
implement the best, most effective tools/techniques for success
What is a famous example of contingency approach - ANS-Situational Leadership
Knowing-Doing Gap - ANS-the gap between what people know and what they actually
do
Why OB/HR is important to YOU - ANS--Expertise alone does not solve business
problems
-common sense is not enough
-gives you people skills
Organizations have two objectives: - ANS-Economic: produce product
Human Relations: creating/distributing satisfaction (turnover, sickness, accident rates,
wages, etc)
The Human Relations Movement (1930s) - ANS-proposed that better human relations
could increase worker productivity
"Consideration of the people"
Hawthorne Studies - ANS-A series of studies during the 1920s and 1930s that provided
new insights into individual and group behavior and focused on the human factor
Hawthorne Study - Illumination Experiment - ANS-Illumination did not have any effect
on productivity
Hawthorne Study - Relay Assembly Test Room - ANS--Effect of changes in job
conditions: productivity increased as a response to attention, working as a group, etc
, -Social relationship and interaction
Hawthorne Study - Mass Interviewing Programme - ANS-Talking freely about matters
Hawthorne Study - Bank Wiring Observation Room - ANS-"Social organization of
people at work"
A man at work is motivated by more than the satisfaction of economic needs
Motivation Theory: Douglas McGregor's Theory X and Theory Y (1950s) - ANS--Based
on two basic assumptions about people:
Theory X: pessimistic view of employees: they dislike work, must be monitored, and
can be motivated only with rewards and punishment
Theory Y: positive assumption about employees: they are self-engaged, committed,
responsible, and creative
Theory X Assmptions - ANS--People dislike work and avoid it whenever possible
-People need to be coerced to work
-People require close supervision at all times
-Most people prefer to be directed, have little ambition and avoid responsibility
Theory Y Assumptions - ANS--work is seen as a natural activity, like play or rest
-given objectives, people can be very self-directed
-people become committed to objectives with some reward
-most people are ambitious and can accept (and seek out) responsibility
Theory X and Y: One doesn't replace the other... - ANS-just different perspectives on
people
Total Quality Management (1960s) - ANS-Late 1960s. Focused on quality, customer
satisfaction, and continuous improvement
Key Points of TQM - ANS--Do it right the first time and eliminate costly rework
-Listen to, and learn from, customers and employees
-Make continuous improvement and ongoing focus
-Build teamwork, trust, and mutual respect
TQM principles have huge implications for... - ANS-people management
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