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HROB 2090 Midterm Questions Detailed Questions And Expert Answers
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HROB 2090 Midterm Questions Detailed Questions And Expert Answers
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HROB 2090 Midterm Questions DetailedQuestions And Expert Answers
Organizations - ANS social inventions for accomplishing common goals through
group effort
Components of organizations - ANS Social inventions, goal accomplishment, &
group effort
Organizational behaviour - ANS the attitudes and behaviours of individuals and
groups in organizations
Human resources management - ANS programs, practices, and systems to acquire,
develop, motivate, and retain employees in organizations
Reasons to study organizational behaviour - ANS It is interesting, important, and
makes a difference
Goals of organizational behaviour - ANS Predicting, explaining, and managing
behaviour
Managing - ANS The art of getting things accomplished in organizations through
others
,Evidence-based management - ANS Translating principles based on the best
scientific evidence into organizational principles
Classical viewpoint - ANS An early prescription on management that advocated a
high specialization of labour, intensive coordination, and centralized decision-
making
Scientific management - ANS Frederick Taylor's System for using research to
determine the optimum degree of specialization and standardization of work tasks
Bureaucracy - ANS Max 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
Hawthorne Studies - ANS Research conducted in the 1920's and 1930's at the
Hawthorne plant of Western Electric near Chicago that illustrated how
psychological and social processes affect productivity and work adjustment
Findings of the Hawthorne Studies - ANS Strong informal group mechanisms to
resist management which limited productivity (dysfunctioning)
Human relations movement - ANS A critique of classical management and
bureaucracy that advocated management styles that were more participative and
oriented toward employee needs
,Critiques of Bureaucracy - ANS Incompatible with human needs for growth and
achievement, fails to take advantage of creative ideas of lower-level members,
leads members to adopt minimum level of acceptable performance, employees
lose sight of overall goals of the organization
Theorists of Human Relations Movement - ANS Chris Arygyris, Alvin Gouldner,
Renis Likert
Contingency Approach - ANS An approach to management that recognizes that
there is no one best way to manage, and that an appropriate management style
depends on the demands of the situation
Roles of managers - ANS Interpersonal, informational, and decisional
Figurehead role - ANS Managers serve as symbols of their organization rather than
active decision-makers
Leadership role - ANS Managers select, monitor, reward, and discipline employees
Liaison role - ANS Managers maintain horizontal contacts inside and outside the
organization
Monitor role - ANS Managers scan the internal and external environments of the
firm to follow current performance and keep themselves informed of new ideas
and trends
, Disseminator role - ANS Managers send information on both facts and preferences
to others
Spokesperson role - ANS Managers send messages into the organization's external
environment
Entrepreneur role - ANS Managers turn problems and opportunities into plans for
improved changes
Disturbance handler role - ANS Managers deal with problems stemming from
employee conflicts and address threats to resources and turf
Resource allocation role - ANS Managers decide how to deploy time, money,
personnel, and other critical resources
Negotiator role - ANS Managers conduct major negotiations with other
organizations or individuals
Four basic types of managerial activities - ANS Routine communication, traditional
management, networking, and human resource management
Routine communication - ANS Formal sending and receiving of information
(meetings) and handling of paperwork
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