Practical traction after a hard hit—field notes and tools for rebuilding without performative positivity
Chapter 8 — Team Dynamics Initial Reflection: What Makes a Team Real? Chapter 8 describes teams as groups of two or more people who interact, influence one another, share accountability for organizational goals, and recognize themselves as a social entity. It examines team effectiveness, task interdependence, team composition, norms, roles, cohesion, trust, mental models, self-directed … Continue reading MGT2382 Week 7 Learning Journal
Topic Focus This learning journal examines Chapter 6 as a connected system of applied performance practices. It begins with money as an economic exchange and a psychological and social symbol, then evaluates job status-based, competency-based, skill-based, individual, team, and organizational rewards. It also examines how reward systems can produce fairness or distortion, how job design … Continue reading MGT2382 Week 5 Learning Journal
Based on Chapters 4 and 5 of McShane and Warner's Canadian Organizational Behaviour, 12th Canadian Edition. This Week 4 learning journal brings together two connected parts of Organizational Behaviour: emotions, attitudes, stress, and employee motivation. Read together, these chapters show that workplace behaviour is rarely simple. People do not perform well only because they are … Continue reading Week 4 Learning Journal: What Drives People at Work
Posted at a later date than the dates listed in this reflection. Phase lens: Phase 3 — rebuild systems, with Phase 0 warning-light implications and Phase 1 implications whenever people are making decisions under pressure. Source note: This rewritten entry expands the May 18–19 team-dynamics reflection into a broader organizational behaviour reflection. It keeps the … Continue reading Week 1 MGT2382 learning journal
Today’s organizational behaviour material pushed me into a larger question: when we talk about organizations, are we really talking about systems, or are we still pretending organizations are only built out of policies, managers, customers, and profit? The material on leadership systems, communication, accountability, delivery, performance, and measurement makes one thing clear: an organization is … Continue reading Organizational Behaviour: Systems, Stakeholders, and the Meaning of Work
Learning Journal — Organizational Behaviour, Work, Life, and Integration The textbook discussion on work-life integration raises a useful point, but it also raises a red flag. Globalization has changed the rhythm of work. Employees may now deal with coworkers, suppliers, clients, and managers across different time zones. Add a 24/7 operating environment, remote work, rotating … Continue reading Work-Life Integration or Boundary Collapse? Norms, Values, and the Right to Disconnect
Standing on the Ledge 