WEEK 1

What is the formal definition of an Organization?

A social invention for accomplishing common goals through group effort (Johns & Saks, 2025)[cite: 230].

What are the three core elements embedded in the definition of an organization?

1. Social invention (Who? People), 2. Accomplishing common goals (What? Purpose), 3. Group effort (How? Coordinated collaboration)[cite: 230].

What are the three levels of analysis in Organizational Behaviour (OB)?

1. Micro (Individuals), 2. Meso (Groups/Teams/Departments), 3. Macro (Whole Organization)[cite: 231].

Define Organizational Behaviour (OB).

The systematic study of the attitudes and behaviours of individuals and groups in organizations, aimed at understanding, predicting, explaining, and managing human work behavior[cite: 236].

What are the four primary goals of studying Organizational Behaviour?

To understand the current state, predict future behavior, explain why things happen, and manage/intervene to solve workplace problems[cite: 236].

Describe the "Thermostat Analogy" applied to OB problem-solving.

1. Assess current temperature (current state), 2. Identify desired temperature (goal), 3. Measure magnitude of difference, 4. Implement change to close the gap[cite: 236].

How does Classical/Traditional Management view employee motivation?

Both classical schools (Bureaucracy and Scientific Management) assume that financial compensation (pay) is the primary motivator for workers[cite: 237].

What are the key characteristics of Max Weber’s Bureaucracy?

A strict chain of command, detailed rules, high specialization, centralized power, and selection/promotion based strictly on technical competence[cite: 237].

What is Scientific Management and who pioneered it?

Pioneered by Frederick Taylor in the early 1900s; uses time-and-motion studies and careful research to determine optimal job specialization, standardized work tasks, and rules[cite: 237].

What was the primary discovery of the Hawthorne Studies (1920s) conducted by Elton Mayo?

That psychological and social processes, group dynamics, and attention given to workers significantly impact productivity, challenging purely mechanical classical views[cite: 238].

What core shift did the Human Relations Movement introduce to management theory?

It criticized rigid bureaucracy and advocated for management styles that are participative, decentralized, and oriented toward employee psychological and social needs[cite: 238].

What are the primary differences between McGregor’s Theory X and Theory Y?

Theory X assumes workers dislike work and require strict control/punishment; Theory Y assumes workers want to contribute positively when given autonomy and a supportive environment[cite: 238].

What distinguishes the Human Resources Perspective ("Beyond Human Relations") from the earlier Human Relations movement?

It emphasizes workplace democracy, fostering autonomy, pushing decision-making down to employees, and joint problem-solving/gain-sharing to drive productivity[cite: 240].

What is the core premise of the modern Contingency/Systems Approach to management?

"There is no one best way to manage"; the optimal management style depends entirely on the demands, complexity, uncertainty, and disruptions of the specific situation[cite: 241].

What are Mintzberg’s three broad categories of Managerial Roles?

Informational Roles, Interpersonal Roles, and Decisional Roles[cite: 242].

Which specific roles fall under Mintzberg’s Informational category?

Monitor (scanning environment), Disseminator (sharing info), and Spokesperson (speaking to stakeholders/public)[cite: 242].

Which specific roles fall under Mintzberg’s Interpersonal category?

Figurehead (symbolic representative), Leader (directing/guiding staff), and Liaison (maintaining horizontal networks across departments)[cite: 242].

Which specific roles fall under Mintzberg’s Decisional category?

Entrepreneur (spotting opportunities), Disturbance Handler (managing conflict), Resource Allocator (dividing budgets/assets), and Negotiator (bargaining)[cite: 242].

According to Luthans et al., what are the four core managerial activities?

1. Routine Communication, 2. Traditional Management, 3. Networking, 4. Human Resources Management[cite: 243].

How do Successful managers spend their time compared to Effective managers according to Luthans?

Successful managers (promoted fast) spend the most time on Networking; Effective managers (high output/satisfaction) spend the most time on Human Resources Management and Communication[cite: 243].

What are the three components of John Kotter’s General Managerial Agendas?

1. Agenda Setting (setting people-focused goals and plans), 2. Network Building (creating cooperative relationships), 3. Agenda Implementation (using networks to execute plans)[cite: 243].

What four cognitive processes make up the "Managerial Mind" (Simon & Isenberg)?

1. Situational Sensing, 2. Synthesizing (combining multiple pieces together), 3. Intuition (gut sense from years of experience), 4. Data Analytics (interpreting data trends)[cite: 244].

What are the four major contemporary trends/consulting areas managers face today?

1. Diversity Management, 2. Employee Health & Well-Being, 3. Talent Management & Engagement, 4. Corporate Social Responsibility (CSR)[cite: 245].

How has the psychological contract shifted from "Then" to "Now" regarding Job Security?

Old model featured Lifetime Job Security and permanent jobs managed by the company; Modern model features Employability, temporary/contract work, and Career Self-Management requiring personal skill development[cite: 246].

What is the difference between Internal and External OB Consulting?

Internal consultants are managers inside the organization addressing internal OB issues; External consultants are hired externally from outside the firm to provide expert advice on OB topics[cite: 229].

How does a "Weak Situation" differ from a "Strong Situation" in organizational behavior?

Weak situations have loose roles and low rules (letting personality shine); strong situations have rigid rules and clear expectations that suppress individual differences[cite: 237].

What is Synergy in the context of group effort?

When group output exceeds the simple mathematical addition of individual parts (1+1=3 or "2+2=5" due to superior collaboration and creative problem-solving)[cite: 228].

What does "Plateauing" refer to in managerial career progression?

Reaching a point where upward career promotion slows or stops, requiring managers to find alternative ways to derive job satisfaction and engagement[cite: 245].

Why is General Cognitive Ability (GCA) a critical factor in managerial performance?

Because complex managerial roles require high information-processing capacity, rapid problem synthesis, and advanced decision-making under uncertainty[cite: 236].

What is the primary risk of extreme Job Specialization as promoted by classical scientific management?

It can lead to employee boredom, alienation, low intrinsic motivation, and repetitive strain injuries if human psychological needs are ignored[cite: 237].

How do formal organizational charts impact communication flows?

They dictate downward, upward, and horizontal communication channels, though strict adherence can cause slowness and message filtering[cite: 221].

What role do Employee Resource Groups (ERGs) play in modern Diversity Management?

They provide internal support networks, foster inclusion, and help organizations build a positive diversity climate for underrepresented groups[cite: 218].

Why is Workplace Spirituality gaining traction under Employee Health & Well-Being initiatives?

Because employees increasingly seek a deeper sense of purpose, meaning, and interconnectedness through their work and organizational values[cite: 245].

What is the primary danger of extreme Pay Secrecy in organizational reward systems?

It breeds employee mistrust, inaccurate assumptions about peer compensation, and reduced motivational impact compared to transparent salary ranges[cite: 220].

How does Corporate Social Responsibility (CSR) impact an organization's talent strategy?

High internal and external CSR enhances brand reputation, organizational pride, employee attraction, and retention among socially conscious talent[cite: 220].

What is the difference between Surface Acting and Deep Acting in emotional labor?

Surface acting involves faking outward emotional displays without changing inner feelings; deep acting involves actively modifying inner feelings to match required display rules[cite: 219].

Why do cross-cultural management practices from North America sometimes fail when exported abroad?

Differing national values—such as high power distance or strong collectivism—clash with underlying Western assumptions of individual autonomy[cite: 219].

What is Psychological Safety in a team environment?

A shared belief that the team is safe for interpersonal risk-taking, encouraging members to voice concerns, admit mistakes, and share ideas without fear of negative consequences[cite: 221].

What is the primary limitation of relying solely on "Common Sense" in managerial decision-making?

Common sense relies on unverified personal opinions and myths, whereas OB uses systematic scientific research and evidence-based management to verify cause-and-effect.

How does Transformational Leadership differ from Transactional Leadership?

Transformational leaders inspire followers by instilling a vision, intellectual stimulation, and individual consideration, whereas transactional leaders focus strictly on contingent rewards and punishments[cite: 222].