Business Management Study Guide
CHAPTER ONE—ORGANIZATIONAL BEHAVIOUR: study individuals/groups in orgs; characteristics, motivations, behviours & apply to help ppl work together.
_applies scientific studies to real world problems OUTSIDE FACTORS THAT IMPACT OB: .commitment to ethical behviour
_only scientifically verified results .emphasis on human capitol/teamwork .demise of command/control
_no ONE way to solve OB problems .influence of info technology .respect for new workplace expectations .changing concepts of careers .concern for stability ORGANIZATIONS: people working toward common goals thru strategies and missions. _open systems: human material resources into finished goods. _internal and external stakeholders MANAGERS: responsible for getting work done thru others. ACTIVITES: organizing, leading and controlling ROLES: interpersonal, informational, and decisional SKILLS: tech, human, conceptual, ethical.
CHAPTER TWO—CULTURE: shared values and attributes. POWER DISTANCE(differences), UNCERSTAINTY AVOIDANCE (risk preference),
INDIVIDUAL-COLLECTIVISM (where is emphasis?), MASCULINITY-FEMINITY (preferred gender role), LONG/SHORT TERM ORIENTATION.
VALUES: right vs. wrong; what ought to be; difficult to change. BRUCE MEGLINO—workplace values: _achievement _helping/concern for others _honesty _fairness
PERSONALITY: Nature (heredity) vs. nurture (environment); SELF CONCEPT esteem (worth) & efficacy (ability) _BIG FIVE: extraversion, agreeableness/good-natured, conscientiousness/responsible, emotional stability, openness to experience _social traits: problem-solving style _personal conception traits: in/external locus, proactive personality, authortariamism/dogmanism, Machiavellianism, self-montioring _emotional adjustment traits: type A vs. B
STRESS: Eustress vs Distress; can’t be avoided but hopefully eustress; job burnout
_work stressors: task demands (asked too little/much), role conflicts (performance
_applies scientific studies to real world problems OUTSIDE FACTORS THAT IMPACT OB: .commitment to ethical behviour
_only scientifically verified results .emphasis on human capitol/teamwork .demise of command/control
_no ONE way to solve OB problems .influence of info technology .respect for new workplace expectations .changing concepts of careers .concern for stability ORGANIZATIONS: people working toward common goals thru strategies and missions. _open systems: human material resources into finished goods. _internal and external stakeholders MANAGERS: responsible for getting work done thru others. ACTIVITES: organizing, leading and controlling ROLES: interpersonal, informational, and decisional SKILLS: tech, human, conceptual, ethical.
CHAPTER TWO—CULTURE: shared values and attributes. POWER DISTANCE(differences), UNCERSTAINTY AVOIDANCE (risk preference),
INDIVIDUAL-COLLECTIVISM (where is emphasis?), MASCULINITY-FEMINITY (preferred gender role), LONG/SHORT TERM ORIENTATION.
VALUES: right vs. wrong; what ought to be; difficult to change. BRUCE MEGLINO—workplace values: _achievement _helping/concern for others _honesty _fairness
PERSONALITY: Nature (heredity) vs. nurture (environment); SELF CONCEPT esteem (worth) & efficacy (ability) _BIG FIVE: extraversion, agreeableness/good-natured, conscientiousness/responsible, emotional stability, openness to experience _social traits: problem-solving style _personal conception traits: in/external locus, proactive personality, authortariamism/dogmanism, Machiavellianism, self-montioring _emotional adjustment traits: type A vs. B
STRESS: Eustress vs Distress; can’t be avoided but hopefully eustress; job burnout
_work stressors: task demands (asked too little/much), role conflicts (performance