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OB Chapter Notes.doc

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Concordia University
COMM 222

Chapter 1Organizational Behavior and ManagementWhat are OrganizationsSocial inventions for accomplishing common goals through group effortToronto blue jays CBCSocial InventionsCoordinated presence of people not thingsUnderstanding people and managing them to work effectivelyGoal Accomplishment The field of organizational behavior is concerned with how organizations can survive and adapt to changeCertain behaviors are necessary for survival and adaptation People have tooBe motivated to join and remain in the organizationoCarry out their basic work reliably in terms of productivity quality and servicesoBe willing to continuously learn and upgrade their knowledge and skillsoBe flexible and innovative most important for changeGroup EffortHow to get people to practice effective teamworkWhat is Organizational BehaviorThe attitudes and behaviors of individuals and groups in organizationsHow to effectively manage and change the attitudes and behaviorsThe study of organizational behavior focuses on attitudes and behaviors like cooperation conflict innovation resignation or ethical lapsesManaging Organizational Behavior Management the art of getting things accomplished in organizations through othersNeed to approach a problem with a systematic understanding of behavioral scienceEarly Prescriptions Concerning Management The Classical View and Bureaucracy Classical Viewpoint An early prescription on management that advocated high specialization of labor intensive coordination and centralized decision makingEach department tends to its own affairs centralized decision making from upper management Scientific Management Fredrick Taylors system for using research to determine the optimum degree of specialization and standardization of work tasksBureaucracy Max Webers ideal type of organization that included a strict chain of command detailed rules high specialization centralized power and selection and promotion based on technical competenceThought to standardize behavior in organizations and provide workers with security and a sense of purposeThe Human Relations Movement and a Critique of BureaucracyHawthorne Studies Research conducted at the Hawthorne plant of Western Electric near Chicago in the 1920s and 1930s that illustrated how psychological and social processes affect productivity and work adjustmentHuman Relations Movement A critique of classical management and bureaucracy that advocated management styles that were more participative social and psychological needs of employeesFormed open communication employee decisions making and less rigid more decentralized forms of controlContemporary ManagementThe Contingency Approach Contingency Approach An 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 Managerial RolesInterpersonal Roles establishing and maintaining interpersonal relationsoFigurehead role symbols of the organization not active decision makersoLeader role mentor discipline reward employeesoLiaison role contacts inside and outside the organizationInformational Roles various ways managers receive and transmit informationoMonitor role scan internal and external environments of firm to keep informed of new ideas and trendsoDisseminator role Send info on both facts and preferences to othersoSpokesperson role Sending messages to the firms external environmentDecisional RolesoEntrepreneur role turns problems and opportunities into plans for improved changeoDisturbance handler role Deal with conflicts from employeesoResource allocation role how to deploy time money personeloNegotiator role negotiates with other organizations or individualsManagerial ActivitiesRoutine communicationTraditional managementNetworkingHuman resource managementManagerial Agendas Agenda SettingNetworkingAgenda implementationInternational ManagersInternational managers must adapt to crosscultural differences to successfully interact with potential clients and overseas affiliates
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