MHR 405 - Midterm review Questions
with Correct Answers
Organization - ANSWERSSocial inventions for accomplishing common goals through
group effort
Organizational behaviour - ANSWERSThe attitudes and behaviours of individuals and
groups in organizations
Human resources managment - ANSWERSPrograms, practices, systems to acquire,
develop, motivate and retain employees
Goals of Organizational Behavior - ANSWERSExplain, predict, and managing
behaviour
Evidence-based management - ANSWERSTranslating principles based on th best
scientific evidence into organizational practices
Meaningful work comes from... - ANSWERS1. Actual work tasks (include some degree
of skill variety, affords workers some power to effect change, exercise control, make a
difference)
2. Roles that people perform (ex. valued, important, or high-status roles)
3. Interactions (both internal and external to the organization)
4. The organization itself (when people identify with the organization's values, goals,
and mission)
**Greatest experience comes from a sense of consistency across all of the above
Job design - ANSWERSDesigning jobs to enhance skill variety, task significance, and
task identity
Classical viewpoint - ANSWERSAn early prescription on management that advocated
high specialization of labour, intensive coordination, and centralized decision making
Scientific management - ANSWERSFrederick Taylor's system for using research to
determine the optimum degree of specialization and standardization of work tasks
Functional Foremanship - ANSWERSSupervisors specialize in particular functions
Bureaucracy characteristics - ANSWERS1. Strict chain of command
,2. Criteria for selection and promotion based on technical skills
3. Detailed rules, regulations, and procedures
4. Use of strict specialization
5. Centralization of power at hte top of the organization
Max Weber - ANSWERSAdvocated for bureaucracy
Hawthorne studies - ANSWERSResearch conducted in the 1920s and 1930s at the
Hawthorne plant of Western Electric near Chicago that illustrated how psychological
and social processes affect productivity and work adjustment
Human Relations Movement - ANSWERSA critique of classical management and
bureaucracy that advocated management styles that were more participative and
oriented toward employee needs
Problems with Bureaucracy - ANSWERS1. Strict specialization stifles need for growth
and achievement
2. Strong centralization fails to use knowledge from lower-level members -> less
innovation
3. Strict, impersonal rules lead to minimum performance
4. Strong specialization causes de-emphasis of overall goals of organization -> red tape
mentality
Contingency Approach - ANSWERSAn 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
Mintzberg's Managerial Roles - ANSWERSInformational
- Monitor
- Disseminator
- Spokesperson
Interpersonal
- Figurehead
- Leader
- Liaison
Decisional
- Entrepreneur
, - Disturbance handler
- Resource allocator
- Negotiator
Managerial Activities - ANSWERS1. Routine communication
2. Traditional management
3. Networking
4. Human resource management
Concerns of organizations and managers - ANSWERS1. Diversity (Local and global) -
BIPOC, LGBTQ+, Neurodiversity (ex. Ernst and Young)
2. Employee health and well-being - mental illness, health, work-life balance
3. Talent management and employee engagement
4. Alternative work arrangements - making organizations more positive, diverse, safe
5. Corporate social responsibility
Ernst & Young neurdivergence - ANSWERSNCOE's that hire and accomodate
neurodivergent talent that specialize in IT, technologies, etc.
Talent Management - ANSWERSAn organization's processes for attracting, developing,
retaining, and utilizing people with the required skills to meet current and future
business needs
Work Engagement - ANSWERSA positive work-related state of mind that is
characterized by vigour, dedication, and absorption
Corporate social responsibility - ANSWERSAn organization taking responsibility for the
impact of its decisions and actions on its stakeholders - can cover community
involvement, environmental protection, product safety, ethical marketing
Self-efficacy - ANSWERSConfidence to take on and put in the necessary effort to
succeed at challenging tasks
Social capital - ANSWERSSocial resources that individuals obtain from participation in a
social structure
Positive organizational behaviour - ANSWERSThe study and application of positively
oriented human resource strengths and psychological capacities that can be measured,
developed, and effectively managed for performance improvement
Psychological capital - ANSWERSAn individual's positive psychological state of
development that is characterized by self-efficacy, optimism, hope, and resilience
with Correct Answers
Organization - ANSWERSSocial inventions for accomplishing common goals through
group effort
Organizational behaviour - ANSWERSThe attitudes and behaviours of individuals and
groups in organizations
Human resources managment - ANSWERSPrograms, practices, systems to acquire,
develop, motivate and retain employees
Goals of Organizational Behavior - ANSWERSExplain, predict, and managing
behaviour
Evidence-based management - ANSWERSTranslating principles based on th best
scientific evidence into organizational practices
Meaningful work comes from... - ANSWERS1. Actual work tasks (include some degree
of skill variety, affords workers some power to effect change, exercise control, make a
difference)
2. Roles that people perform (ex. valued, important, or high-status roles)
3. Interactions (both internal and external to the organization)
4. The organization itself (when people identify with the organization's values, goals,
and mission)
**Greatest experience comes from a sense of consistency across all of the above
Job design - ANSWERSDesigning jobs to enhance skill variety, task significance, and
task identity
Classical viewpoint - ANSWERSAn early prescription on management that advocated
high specialization of labour, intensive coordination, and centralized decision making
Scientific management - ANSWERSFrederick Taylor's system for using research to
determine the optimum degree of specialization and standardization of work tasks
Functional Foremanship - ANSWERSSupervisors specialize in particular functions
Bureaucracy characteristics - ANSWERS1. Strict chain of command
,2. Criteria for selection and promotion based on technical skills
3. Detailed rules, regulations, and procedures
4. Use of strict specialization
5. Centralization of power at hte top of the organization
Max Weber - ANSWERSAdvocated for bureaucracy
Hawthorne studies - ANSWERSResearch conducted in the 1920s and 1930s at the
Hawthorne plant of Western Electric near Chicago that illustrated how psychological
and social processes affect productivity and work adjustment
Human Relations Movement - ANSWERSA critique of classical management and
bureaucracy that advocated management styles that were more participative and
oriented toward employee needs
Problems with Bureaucracy - ANSWERS1. Strict specialization stifles need for growth
and achievement
2. Strong centralization fails to use knowledge from lower-level members -> less
innovation
3. Strict, impersonal rules lead to minimum performance
4. Strong specialization causes de-emphasis of overall goals of organization -> red tape
mentality
Contingency Approach - ANSWERSAn 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
Mintzberg's Managerial Roles - ANSWERSInformational
- Monitor
- Disseminator
- Spokesperson
Interpersonal
- Figurehead
- Leader
- Liaison
Decisional
- Entrepreneur
, - Disturbance handler
- Resource allocator
- Negotiator
Managerial Activities - ANSWERS1. Routine communication
2. Traditional management
3. Networking
4. Human resource management
Concerns of organizations and managers - ANSWERS1. Diversity (Local and global) -
BIPOC, LGBTQ+, Neurodiversity (ex. Ernst and Young)
2. Employee health and well-being - mental illness, health, work-life balance
3. Talent management and employee engagement
4. Alternative work arrangements - making organizations more positive, diverse, safe
5. Corporate social responsibility
Ernst & Young neurdivergence - ANSWERSNCOE's that hire and accomodate
neurodivergent talent that specialize in IT, technologies, etc.
Talent Management - ANSWERSAn organization's processes for attracting, developing,
retaining, and utilizing people with the required skills to meet current and future
business needs
Work Engagement - ANSWERSA positive work-related state of mind that is
characterized by vigour, dedication, and absorption
Corporate social responsibility - ANSWERSAn organization taking responsibility for the
impact of its decisions and actions on its stakeholders - can cover community
involvement, environmental protection, product safety, ethical marketing
Self-efficacy - ANSWERSConfidence to take on and put in the necessary effort to
succeed at challenging tasks
Social capital - ANSWERSSocial resources that individuals obtain from participation in a
social structure
Positive organizational behaviour - ANSWERSThe study and application of positively
oriented human resource strengths and psychological capacities that can be measured,
developed, and effectively managed for performance improvement
Psychological capital - ANSWERSAn individual's positive psychological state of
development that is characterized by self-efficacy, optimism, hope, and resilience
