Study Guides (390,000)
CA (150,000)
UTSC (10,000)
MGH (70)

MGHB02 Notes.docx

Management (MGH)
Course Code
Vinh Quan
Study Guide

This preview shows pages 1-3. to view the full 61 pages of the document.
Organizational Behavior and Management9/14/2013 5:17:00 PM
What are Organizations?
Organizations: social inventions for accomplishing common goals
through group effort
The field of organizational behavior is concerned with how
organizations can survive and adapt to change
Certain 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 innovative
The field of organizational behavior is concerned with how to get
people to practice effective teamwork
What is Organizational Behavior?
Organizational behavior: the attitudes and behaviors of
individuals and groups in organizations
Studies how organizations can be structured more effectively and
how events in their external environments affect organizations
Why Study Organizational Behavior?
OB is interesting
OB is important
OB makes a difference
Goals of Organizational Behavior
Predicting OB
Explaining OB
Managing OB
o Management: the art of getting things accomplished in
organizations through others
o Evidence-based Management: translating principles based
on the best scientific evidence into organizational practices

Only pages 1-3 are available for preview. Some parts have been intentionally blurred.

Early Prescriptions Concerning Management
The 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 Taylor’s system for using
research to determine the optimum degree of specialization
and standardization of work tasks
o Bureaucracy: Max Weber’s ideal type of organization that
included a strict chain of command, detailed rules, high
specialization, centralized power, and selection and promotion
based on technical competence
The 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 bureaucracy
Strict specialization is incompatible with human needs
for growth and achievement
Strong centralization and reliance on formal authority
often fail to take advantage of the creative ideas and
knowledge of lower-level members, who are often
closer to the customer
Strict, impersonal rules lead members to adopt the
minimum acceptable level of performance that the rules
Strong specialization causes employees to lose sight of
the overall goals of the organization
Contemporary Management The Contingency Approach

Only pages 1-3 are available for preview. Some parts have been intentionally blurred.

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
What do Managers do?
Managerial Roles
o Interpersonal roles
Managers serve as symbols of their organization
rather than active decision makers
Managers select, mentor, reward, and discipline
Managers maintain horizontal contacts inside and
outside the organization
o Informational
Managers scan the internal and external
environments of the firm to follow current
performance and to keep themselves informed of
new ideas and trends
Managers send information on both facts and
preferences to others
Concerns mainly sending messages into the
organization’s external environment
o Decisional
Managers turn problems and opportunities into
plans for improved changes
Disturbance handler
You're Reading a Preview

Unlock to view full version