MGHB02 Notes.docx

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Management (MGH)
Vinh Quan

Organizational Behavior and Management9142013 51700 PM What are OrganizationsOrganizations social inventions for accomplishing common goals through group effortThe field of organizational behavior is concerned with how organizations can survive and adapt to changeCertain behaviors are necessary for survival and adaptation people have to o Be motivated to join and remain in organizations o Carry out their basic work reliability in terms of productivity quality and service o Be willing to continuously learn and upgrade their knowledge and skills o Be flexible and innovativeThe field of organizational behavior is concerned with how to get people to practice effective teamworkWhat is Organizational BehaviorOrganizational behavior the attitudes and behaviors of individuals and groups in organizationsStudies how organizations can be structured more effectively and how events in their external environments affect organizationsWhy Study Organizational BehaviorOB is interestingOB is importantOB makes a differenceGoals of Organizational BehaviorPredicting OBExplaining OBManaging OB o Management the art of getting things accomplished in organizations through others o Evidencebased Management translating principles based on the best scientific evidence into organizational practicesEarly Prescriptions Concerning ManagementThe Classical View and Bureaucracy o Classical viewpoint an early prescription on management that advanced high specialization of labor intensive coordination and centralized decision making o Scientific management Frederick Taylors system for using research to determine the optimum degree of specialization and standardization of work tasks o Bureaucracy 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 competenceThe Human Relations Movement and a Critique of Bureaucracy o Hawthorne studies research conducted at the Hawthorne plant of Western Electric near Chicago in the 1920s that illustrated how psychological and social processes affect productivity and work adjustment o Human relations movement a critique of classical management and bureaucracy that advocated management styles that were more participative and oriented toward employee needs o Critique of bureaucracyStrict specialization is incompatible with human needs for growth and achievementStrong centralization and reliance on formal authority often fail to take advantage of the creative ideas and knowledge of lowerlevel members who are often closer to the customerStrict impersonal rules lead members to adopt the minimum acceptable level of performance that the rules specifyStrong specialization causes employees to lose sight of the overall goals of the organizationContemporary ManagementThe Contingency ApproachContingency 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 situationWhat do Managers doManagerial Roles o Interpersonal rolesFigurehead Managers serve as symbols of their organization rather than active decision makersLeaderManagers select mentor reward and discipline employeesLiaisonManagers maintain horizontal contacts inside and outside the organization o InformationalMonitorManagers scan the internal and external environments of the firm to follow current performance and to keep themselves informed of new ideas and trendsDisseminatorManagers send information on both facts and preferences to othersSpokespersonConcerns mainly sending messages into the organizations external environment o DecisionalEntrepreneurManagers turn problems and opportunities into plans for improved changesDisturbance handler
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