MOS 2181 Notes.docx

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Department
Management and Organizational Studies
Course
Management and Organizational Studies 2181A/B
Professor
All Professors
Semester
Spring

Description
MOS2181Chapter101102013OrganizationsAresocialinventionsmadeupofpeoplenotthingsAreconstructsdesignedtohelpachieveagoalAredependentoninteractionandcoordinationamongpeopletoaccomplishtheirgoalOrganizationalBehaviourThefieldofstudythatinvestigatestheimpactthatindividualsgroupsandstructurehaveonbehaviorwithinorganizationsforthepurposeofapplyingsuchknowledgetowardimprovinganorganizationseffectivenessEvidencebasedmanagement1PositiveemployeerelationsareasourceofsustainablecompetitiveadvantageThereisevidencethatsupportsacorrelationbetweenagreatplacetoworkandfirmperformanceDefineManagerSomeonewhoworkswithandthroughotherpeoplebycoordinatingtheirworkactivitiesinordertoaccomplishgoalsManagementtheprocessofcoordinatingworkactivitiessothattheyarecompletedefficientlyandeffectivelywithandthroughotherpeople3LayersofManagementTopMiddleSupervisoryNonmanagerialTopshrankalittleMiddlegotdestroyedSupervisorygrewfromthedownflowofmiddleNonmanagerialgrewsignificantlyEBM2managersengageinfourbasictypesofactivitiesthatinvolvepeopleWhichcorrelatetomanagerialsuccessLuthansHodgettsRosenkrantzstudiedmanagersandwhattheydoresearchfoundthattheycommunicateplancontroldecideNetworkpoliticsocializeEngageinHRMgmtMotivatedisciplinestafftraindevelopemployeesManagerswhoembodysuccessgoabovethemselvesandhelpnetworkamongthecompanyareselflessintakingintotheconcernsofothersUsesthetoolsabovetohelptheorganizationinaselflessmannerWhatroledoesmanagementplayinprofitmaximizationProductivityRatioInputsVSOutputsEfficientuseofresourcesEffectiveinmeetingdemandGoalOutputsInputsFutureChallengeforManagersTomeettheexpectationofcontinuouslyhigherproductivitylevelswhileidentifyingroomforefficiencieswithinenvironmentsofdecreasedbudgetsrisingcostsandglobalcompetitionChallengegettingbuyinfromothersEBM3managersoftenfindthemselvesdependentonpeopleoverwhomtheywieldnopowerThemeinJohnKottersresearchsuggeststhatmanagershavetoworkwiththroughothersviainformalinteractionandconcernwithpeopleissuesinordertoachievetheiragendasTheirlegitpowerandauthorityisnotenoughItsnotenoughtosayjustdoitbecauseIsaidsousingauthorityalonedoesntworkYouhavetounderstandwhatyoucanhavepowerandauthorityoveryouareabletomanageitbetterEBM4managersthinkdifferentlyTheyhaveintuitionItisnotrandomnorirrationalSimonIsenbergresearchfoundmanagersuseintuitionbasedonsystematiceducationexperiencetoSensethataproblemexistsQuicklyrespondsSynthesizeisolateddataDoublecheckanalysisforaccuracyTrendsinOBAgingworkforcegapsinknowledge
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