Managing for Organizational Effectiveness - Week 1

Flashcards covering vocabulary and core concepts from the first week of Managing for Organizational Effectiveness, including OB vs HRM, management styles, DEI, and meaningful work.

Organizational Behaviour (OB)

The study of what people think, feel, and do in and around organizations, considering employee behavior, decisions, perceptions, and emotional responses.

Human Resource Management (HRM)

Programs, practices, and systems to acquire, develop, motivate, and retain employees including recruitment, training, and performance appraisal.

Bureaucracy

A management style characterized by a strict chain of command, detailed rules and regulations, high specialization, and centralization of power at the top.

Human Relations Movement

A management approach that recognizes the impact of psychological and social processes, advocating for flexible systems, open communication, and employee participation.

Contingency Approach

The perspective that there is no one best way to manage and that the appropriate management style depends on the specific demands of the situation.

Contingencies

Dependencies within the contingency approach that determine which management style or solution is appropriate for a given problem.

Evidence-Based Management

The practice of translating principles and making decisions based on current scientific evidence rather than just personal preference and unsystematic experience.

Psychological Contract

Individual beliefs in a reciprocal obligation between the individual and the organization.

Implied Contracts

Mutual obligations characterizing interactions existing at the level of the relationship, such as dyadic or interunit levels.

Diversity

Recognizing and valuing individual differences and encompassing all the identities represented within an organization.

Equity

Ensuring fair treatment, impartiality, and access to opportunity through the equitable distribution of power and resources.

Inclusion

Creating environments where all perspectives matter and diverse voices have influence, autonomy, and decision-making power.

Belonging

Fostering a culture where individuals feel accepted, valued, and able to contribute their full potential.

Indigenization

Naturalizing Indigenous knowledge systems and making them evident to transform spaces, places, and hearts, often by braiding them with western knowledge.

Decolonization

Deconstructing colonial ideologies of the superiority of western thought and dismantling structures that perpetuate the status quo.

Reconciliation

The process of addressing past wrongs done to Indigenous Peoples, making amends, and improving relationships between Indigenous and non-Indigenous people.

Meaningful Work

When an individual perceives an authentic connection between work and a broader transcendent life purpose beyond the self.

Self-Transcendent

A quality of meaningful work where the individual perceives that the work matters to and impacts others.

Poignant

A quality of meaningful work characterized by the understanding that meaningful work is not always purely euphoric.

Segmenting

A role boundary management strategy involving the conscious separation of different life roles.

Integrating

A role boundary management strategy involving the conscious amalgamation of multiple life roles.

Importing

A role boundary management strategy where an individual draws on one role to facilitate achievements in another.

Seeping

A form of role conflict where roles become blurred into one another.

Invading

A form of role conflict where roles involuntarily enter and comprise one another.

Ikigai

A Japanese concept meaning "a reason for being," found at the intersection of what you love, what you are good at, what the world needs, and what you can be paid for.

Critical Thinking Participation (80+)

Participation level where comments are insightful, demonstrate critical thinking, and synthesize concepts or parallels between practices.