Assignment notes - WEEK ONE 1BA3 Teal
September 25, 2025 9:22 AM
Week 1.
- Refers to the ability to accurately identify emotions ( in self and others) as well as understanding
and manage those emotions separately
o Perceptions of leadership
o Coping with stress
- Self-awareness
o Emotional self-awareness
o Accurate self-assessment
o Self confidence
- Social awareness
o Empathy
o Orbitational awareness
- Relationship management
- Self-management
Internal consulting: you are the manager in an organization confronting any issues pertaining to any of
the 1BA3 topics
External consulting: you are hired by an organization to provide advice on any of the 1BA3 topics
1. Micro OB - Individual
2. Mezo OB – Consulting teams, two or more people
3. Macro OB – Whole company, industry, whole organization landscape
1. Values
2. Personality
3. Core competency
4. Goals
5. High emotional quotient
What is the number one reason for a termination? What is the number one reason someone is let go?
EI: Low emotional intelligence. EQ: emotional quotient. Humility: modest of one’s importance.
Synergy, what is synergy (will be on exam) : You know you have synergy when the addition of the parts
are greater than the parts themselves
- Chemistry
- Good dynamics
- Teamwork
- problem-solving, communication, teamwork, and adaptability
Employees perform better when they don’t experience stress. It depends. Positive/negative/middle
stress.
S (situation)+T(thinking)= R(response).
D(demands)*p(perceived) >R(resources)*p (perceived)= S*p
Equity theory, over reward, under reward. How come one is being paid more than me, approach with
emotional intelligence. How come I am being paid more than one, wont approach
1BA3 OB Page 1
, emotional intelligence. How come I am being paid more than one, wont approach
Highly Cohesive groups are also highly productive. It depends – there is a point where they become too
cohesive (group think)
What are organizations: Organizations are social inventions for accomplishing common goals through
group effort
OB: The attitudes and behaviour of individuals and groups in organizations
Attempt to understand, predict, explain, and manage how people behave at work
Thermostat analogy
Human resource management
Classical/traditional views
- Early 1900s
- High specialization of labour (each department tends to do its own business, and decision making
is centralized)
○ Bureaucracy
▪ Early to mid 1900s
▪ Max Weber
▪ Strict chain of command, detailed rules, high specialization, centralized power and
selection and promotion based on technical competence
▪ "Avoid mistakes by not permitting people to think on their own"
▪ Considered to be the most highly efficient form of administration
▪ Structure, rules and regulations
▪ Everything and everybody should be carefully planned and controlled
▪ Don't think outside the box
▪ Non - humanistic
○ Scientific Management
▪ Early 1900s
▪ Frederick Taylor
▪ Use of careful research to determine degree of specialization
▪ Time and motion studies
▪ Work standards
▪ Peace rate pay system (white collar work, bonuses )
□ He used careful research to determine a high degree of specialization
□ The optimal agree to how far people should specialize
□ Wanted to decrease inefficiencies in factories
□ Determined work design through careful observation and measurement
□ Putting together rules, standards etc. to do this
□ Three things still in the workplace
▪ He was known as the time and motion man as he would be on the floor timing people
1BA3 OB Page 2
September 25, 2025 9:22 AM
Week 1.
- Refers to the ability to accurately identify emotions ( in self and others) as well as understanding
and manage those emotions separately
o Perceptions of leadership
o Coping with stress
- Self-awareness
o Emotional self-awareness
o Accurate self-assessment
o Self confidence
- Social awareness
o Empathy
o Orbitational awareness
- Relationship management
- Self-management
Internal consulting: you are the manager in an organization confronting any issues pertaining to any of
the 1BA3 topics
External consulting: you are hired by an organization to provide advice on any of the 1BA3 topics
1. Micro OB - Individual
2. Mezo OB – Consulting teams, two or more people
3. Macro OB – Whole company, industry, whole organization landscape
1. Values
2. Personality
3. Core competency
4. Goals
5. High emotional quotient
What is the number one reason for a termination? What is the number one reason someone is let go?
EI: Low emotional intelligence. EQ: emotional quotient. Humility: modest of one’s importance.
Synergy, what is synergy (will be on exam) : You know you have synergy when the addition of the parts
are greater than the parts themselves
- Chemistry
- Good dynamics
- Teamwork
- problem-solving, communication, teamwork, and adaptability
Employees perform better when they don’t experience stress. It depends. Positive/negative/middle
stress.
S (situation)+T(thinking)= R(response).
D(demands)*p(perceived) >R(resources)*p (perceived)= S*p
Equity theory, over reward, under reward. How come one is being paid more than me, approach with
emotional intelligence. How come I am being paid more than one, wont approach
1BA3 OB Page 1
, emotional intelligence. How come I am being paid more than one, wont approach
Highly Cohesive groups are also highly productive. It depends – there is a point where they become too
cohesive (group think)
What are organizations: Organizations are social inventions for accomplishing common goals through
group effort
OB: The attitudes and behaviour of individuals and groups in organizations
Attempt to understand, predict, explain, and manage how people behave at work
Thermostat analogy
Human resource management
Classical/traditional views
- Early 1900s
- High specialization of labour (each department tends to do its own business, and decision making
is centralized)
○ Bureaucracy
▪ Early to mid 1900s
▪ Max Weber
▪ Strict chain of command, detailed rules, high specialization, centralized power and
selection and promotion based on technical competence
▪ "Avoid mistakes by not permitting people to think on their own"
▪ Considered to be the most highly efficient form of administration
▪ Structure, rules and regulations
▪ Everything and everybody should be carefully planned and controlled
▪ Don't think outside the box
▪ Non - humanistic
○ Scientific Management
▪ Early 1900s
▪ Frederick Taylor
▪ Use of careful research to determine degree of specialization
▪ Time and motion studies
▪ Work standards
▪ Peace rate pay system (white collar work, bonuses )
□ He used careful research to determine a high degree of specialization
□ The optimal agree to how far people should specialize
□ Wanted to decrease inefficiencies in factories
□ Determined work design through careful observation and measurement
□ Putting together rules, standards etc. to do this
□ Three things still in the workplace
▪ He was known as the time and motion man as he would be on the floor timing people
1BA3 OB Page 2
