Psych 3241 Exam 1 Exam # 1 Study Guide Lectures: 1 - 7Lecture 1 (January 13)The Field of Organizational behaviorThe field that seeks increased knowledge of all aspects of behavior in organizational settings through the use of the scientific methodWhy its Important? Satisfied employees- More pleasant at work - Lower costs- Higher productivity- Less likely to quit Unsatisfied employees- Reject organization policies - More likely to steal- Increased mental and physical illnesses Lecture 2 (January 15) Psychologist early on..- Army Alpha (For those who could read)- Army Beta ( For those who could not read). These were the first form of selection tests that were created by a team of psychologists.What is an Organization? A set of stable social relations deliberately created to serve some purpose or goal. Organizations generally exist with an authority structure and are influenced by technology and environment. Two types of systems:– Closed (No Feedback loop to environment)– Open (Outputs lead to feedback that change inputs, and etc.)Lecture 3 ( January 20)Goals- Official (Company Slogans, See next slide)- Operative (Directions to Mid-level Directors)- Operational (Detailed instructions to direct supervisors with deadlines for target completionLook at Effectiveness as long term survival. Which requires:- Maintenance (Expending capital on infrastructure)- Adaptation (Expending capital in order to change with the times)- Result is Long-term Organizational SurvivalClassical Organizational Theory An early approach to the study of management that focused on the most efficient way of structuring organizations- Division of Labor: The practice of dividing work into specialized tasks that enable people to specialize in what they do best.- Bureaucracy: An organizational design developed by Max Weber that attempts to make organizations operate efficiently by having a clear hierarchy of authority in which people are required to perform well-defined jobs.Prominent trends- Multinational enterprises- Changing management perspective- Responding to technology changes- Virtual organization creation- Responding to change in expectation- Increasing flexibilityLecture 4 (January 22)Organization groups  Formal (Designated in a chart)  Informal (made up of social connections and networks)Organizational Structure: The formal configuration between individuals and groups with respect to the allocation of tasks, responsibilities, and authorities within organizations.Organizational Chart : A diagram representing the connections between the various departments within an organization: a graphic representation of organizational design-- Context FactorsoEnvironmentoTechnologyoHuman ResourcesLecture 5 (January 27)Environment - Mechanistic: (Rule oriented, by the book, Classic top – down management style)- Organic: (Rule by consensus, rules can be broken if warranted, more flexible)- Differentiation: Difference in psychological and behavioral style in managers across different functional areas of the company.- Integration: Need to coordinate different managerial styles effectively to meet organizational goals.– Stability (Stable, and Unstable), and Complexity (Simple, and Complex).Mechanistic organizations worked best in a simple/stable environments, and that Organic companies worked best in unstable /complex environments Joan Woodward (First to find a link between type of technology and organizational structure)- Small Batch (e.g., custom fabricators)- Mass Production (Assembly Line)- Continuous Process (Oil Refinery) James Thomson (Was the next person to tackle this problem and added a more inclusivelist of technology types)Lecture 6 (January 29) The process of breaking up organizations into coherent units.- Functional Organization: The type of departmentalization based on the activities or functions performed (e.g., sales, finance).- Product Organization: The type of departmentalization based on the products (or product lines) produced.- Matrix Organization: The type of departmentalization in which a product or project form is superimposed on a functional form.Centralization -Consolidation of power at the topSpecialization- Task SpecificityFormalization-Rule RigiditySpan of ControlOrganizational size-Overall sizeWork UnitSize-Work group size Mutual Service Consortia: A type of strategic alliance in which two similar companies from the same or similar industries pool their resources to receive a benefit that would be too difficult or expensive for either to obtain alone. Value-Chain Partnerships: Strategic alliances between companies in different industries that have complementary capabilities. Joint Ventures: Strategic alliances in which several companies work together to fulfill opportunities that require the capabilities of one another.Lecture 7 (February 3)Organizational Culture- A cognitive framework consisting of attitudes, values, behavioral norms, and expectations shared by organization membersTransmitting Organizational Culture- Symbols- Slogans- Stories- Jargon- Ceremonies- Statements of principle Creating Organizational Culture- Company founders- Experience with the environment- Contact with othersChanges Composition of workforce Mergers and acquisitions Strategic cultural change Responding to the InternetCreative thinking  Encourage openness to new ideas Take time to understand problem Promote divergent