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Midterm 1 Notes A FULL summary of Chapters 1-4 and OB appendix compressed into 20 pages. All the important points, side notes, terms, graphs and anything that may be in the midterm from the book is included. These notes are NOT class notes, but are PUREL

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Simon Taggar

Contents BU288 notes Chapter 1 Organizational Behaviour and Management1 Research in OB6 Chap2 Notes7 BU288 Chapter 2 notes Part II9 Chap 3 Perceptions Attributions and Diversity11 Chapter 4 Values Attitudes and Work Behaviour 16 BU288 notes Chapter 1 Organizational Behaviour and Management Organizations Organizations are social inventions for accomplishing common goals through group effortSocial Inventions Social Inventions simply refers to the idea that organizations essential characteristic is the coordinated presence of people not necessarily things The field of organizational behaviour is about understanding people and managing them to work efficiently Goal Accomplishment The field of organizational behaviour is concerned with how organizations can survive and adapt to changeBe motivated to join and remain in the organizationCarry out their basic work reliably in terms of productivity quality and serviceBe willing to continuously learn and upgrade their knowledge and skillsBe flexible and innovativeGroup Effort The field of organizational behaviour is concerned with how to get people to practise effective teamworkOrganizational Behaviour Organizational behaviour is the attitudes and behaviours of individuals and groups in organizations Goals of Organizational Behaviour Predicting Organizational BehaviourThe regularity of behaviour in organizations permits the prediction of its future occurrenceExplaining Organizational BehaviourExplain why some events occur Organizational Behaviour is interested in determining why people are more or less motivated satisfied or prone to resign Managing Organizational BehaviourManagement is the art of getting things accomplished in organizations through others If behaviour can be predicted and explained it can be controlled and managedEarly Prescriptions Concerning Management 2 Basic view points the Classical viewpoint and the human relations viewThe Classical View and Bureaucracy The classical viewpoint is an early prescription on management that advocated high specialization of labour intensive coordination and centralized decision makingEach department was to tend to its own affairs with centralized decision making from upper management providing coordinationScientific ManagementFredrick Taylors system for using research to determine the optimum degree of specialization and standardization of work tasksBureaucracyMax 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 competence A strict chain of command which each member reports to only a single superiorCriteria for selection and promotion based on impersonal technical skills rather than nepotism favouritism shown to friendsfamily or favouritismA set of detailed rules regulations and procedures ensuring that the job gets done regardless of who the specific worker isThe use of strict specialization to match duties with technical competenceThe centralization of power at the top of the organization
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