Organizational Behavior and Psychology: Questions and Answers, Exams of
Advanced Education
What is organisational behavior? - ANSWER-The study of individuals and
groups in an organisation.
-A body of knowledge that has special implications for the way in which
managers interact and manage employees to improve organisational
performance.
What is an effective manager? - ANSWER-Controllers (Fayol)
-Doers (Peters)
-Thinkers (Porter)
-Leaders (Bennis)
Any manager should seek 2 key results:
-Task performance = productivity
-Human Resource Maintenance = attraction and contribution of a capable
workforce
,How is productivity and managerial performance measured? - ANSWERnotes
pg 19
Managers' challenge - ANSWER-accountable to superiors for results
-dependable on the efforts of subordinates
-trying to satisfy workers' demands
Explain the 4 functions of Management - ANSWER-Controlling (Monitoring
performance, taking action to ensure desired results)=>
-Planning (Setting objectives, deciding how to accomplish them)=>
-Organizing (Dividing up the work, assigning people to jobs, Allocating
resources, coordinating results) =>
-Leading (Creating vision, inspiring commitment, directing efforts towards a
common purpose) =>back to controlling
What challenges is organizational behavior facing in the new workplace. 4
points. s1 - ANSWER•MANAGING THE GLOBALIZATION OF WORK:
-Going international
-International competition in domestic market
-"Global" managers:
•MANAGING HUMAN RIGHTS:
-Employee rights
-Job security
-Equal employment opportunity
-Equity of earning
•MANAGING DEVELOPMENTS IN I.T:
,-Be it a curse or a blessing - it's our reality
•MANAGING ORGANIZATIONAL TRANSITIONS:
-Restructuring
-Mergers
-Downsizing/Layoffs
-Zero-cost-budgeting
-Re-engineering
What are the 3 Leafs / Types of Shamrock Organization? (= symbolic
representation of organisation) - ANSWER-Leaf I *Central Core*:
Core of permanent, full-time, critical employees
-Leaf 2 *Independent contractors*: Outside contractors performing key jobs
and services
-Leaf 3 *Temporary Hires*:
Part-timers who are added/Deleted as needed
The upside down pyramid - ANSWERnotes pg 26
Challenge of Managing Workforce Diversity? - ANSWERManaging a broad mix
of workers
-from different racial and ethnic backgrounds
-of different ages and genders
- and of different domestic and national cultures
What is ment by managing New Work Options? - ANSWER• Flexibility
, • Family-friendly organizations
-Permanent part-time work
-Job sharing
-Voluntary reduced work time
-Flexiyear or annual hours
-Flexiweek
Psychological contract: What gets/gives the individual? What gets/gives
Organisation? - ANSWERIndividual gives Contributions (serving needs of the
orga, effort, skills, loyality, creativity, knowledge, time) => Orga gets this.
Orga gives to Individual Inducements (incentive): Pay, Status, Security, Career,
Benefits, Praise
Re-engineered Work Values VS Traditional - ANSWER•Customers pay our
salaries VS Bosses pay our salaries
•Jobs depend on value we create VS Don't make avoidable waves
•Accept ownership of problems VS Pass problems to others
•Build teams VS Build an empire
•The future is uncertain VS Future is predictable
•Constant learning
Role change of managers - ANSWERBoss/Judge/Critic/Evaluator -->
Partner/Facilitator/Supporter/Coach
New Task of managers 4 points, s1 - ANSWER•Develop people
•Develop oneself
Advanced Education
What is organisational behavior? - ANSWER-The study of individuals and
groups in an organisation.
-A body of knowledge that has special implications for the way in which
managers interact and manage employees to improve organisational
performance.
What is an effective manager? - ANSWER-Controllers (Fayol)
-Doers (Peters)
-Thinkers (Porter)
-Leaders (Bennis)
Any manager should seek 2 key results:
-Task performance = productivity
-Human Resource Maintenance = attraction and contribution of a capable
workforce
,How is productivity and managerial performance measured? - ANSWERnotes
pg 19
Managers' challenge - ANSWER-accountable to superiors for results
-dependable on the efforts of subordinates
-trying to satisfy workers' demands
Explain the 4 functions of Management - ANSWER-Controlling (Monitoring
performance, taking action to ensure desired results)=>
-Planning (Setting objectives, deciding how to accomplish them)=>
-Organizing (Dividing up the work, assigning people to jobs, Allocating
resources, coordinating results) =>
-Leading (Creating vision, inspiring commitment, directing efforts towards a
common purpose) =>back to controlling
What challenges is organizational behavior facing in the new workplace. 4
points. s1 - ANSWER•MANAGING THE GLOBALIZATION OF WORK:
-Going international
-International competition in domestic market
-"Global" managers:
•MANAGING HUMAN RIGHTS:
-Employee rights
-Job security
-Equal employment opportunity
-Equity of earning
•MANAGING DEVELOPMENTS IN I.T:
,-Be it a curse or a blessing - it's our reality
•MANAGING ORGANIZATIONAL TRANSITIONS:
-Restructuring
-Mergers
-Downsizing/Layoffs
-Zero-cost-budgeting
-Re-engineering
What are the 3 Leafs / Types of Shamrock Organization? (= symbolic
representation of organisation) - ANSWER-Leaf I *Central Core*:
Core of permanent, full-time, critical employees
-Leaf 2 *Independent contractors*: Outside contractors performing key jobs
and services
-Leaf 3 *Temporary Hires*:
Part-timers who are added/Deleted as needed
The upside down pyramid - ANSWERnotes pg 26
Challenge of Managing Workforce Diversity? - ANSWERManaging a broad mix
of workers
-from different racial and ethnic backgrounds
-of different ages and genders
- and of different domestic and national cultures
What is ment by managing New Work Options? - ANSWER• Flexibility
, • Family-friendly organizations
-Permanent part-time work
-Job sharing
-Voluntary reduced work time
-Flexiyear or annual hours
-Flexiweek
Psychological contract: What gets/gives the individual? What gets/gives
Organisation? - ANSWERIndividual gives Contributions (serving needs of the
orga, effort, skills, loyality, creativity, knowledge, time) => Orga gets this.
Orga gives to Individual Inducements (incentive): Pay, Status, Security, Career,
Benefits, Praise
Re-engineered Work Values VS Traditional - ANSWER•Customers pay our
salaries VS Bosses pay our salaries
•Jobs depend on value we create VS Don't make avoidable waves
•Accept ownership of problems VS Pass problems to others
•Build teams VS Build an empire
•The future is uncertain VS Future is predictable
•Constant learning
Role change of managers - ANSWERBoss/Judge/Critic/Evaluator -->
Partner/Facilitator/Supporter/Coach
New Task of managers 4 points, s1 - ANSWER•Develop people
•Develop oneself
