ORGS 1000 Study Guide - Midterm Guide: Elton Mayo, Hawthorne Effect, Theory X And Theory Y

97 views28 pages
Published on 14 Mar 2018
Course
Professor
Lecture One
Chapter One: What is Organizational Behaviour?
What is an Organization?
Organization: a structured social system consisting of groups and individuals working together to
meet some agreed-upon objectives
o Organizations take things in, then spew things out
o There are intentional outputs, and unintentional outputs
Open systems: that is, they are self-sustaining systems that use energy to transform resources from
the environment into some form of output
o Organizations are open systems
Roots of Organizational Behaviour
Scientific Management
o Frederick Taylor(ism)
Employees carefully selected and trained
Wages directly related to motivation and performance
Efficiency, time, and motion studies
Human Relations
o Elton Mayo: task performance influenced by non-economic social forces and processes
Hawthorne studies: productivity linked to social conditions of work
Attention from management can motivate/make employee feel special
Attention from management can make someone want to work less
Theory X versus Theory Y: A Summary
Unlock document

This preview shows pages 1-3 of the document.
Unlock all 28 pages and 3 million more documents.

Already have an account? Log in
Integrative Model: Key Results
High performance
o Is the individual or team or organization as a whole achieving consistently high levels of
performance
High commitment
o Is the individual satisfied with the job and work environment; are team members commited
to the team, job and work environment
It’s about getting people to want to work hard and give more
Integrative Model of Organizational Behaviour
Two primary outcomes
o Job performance
o Commitment
Retention and withdrawal behaviours
Individual mechanisms linked to outcomes
o Job satisfaction
o Stress
o Motivation
o Trust, justice, and ethics
o Learning and decision making
The relation between the individual mechanisms and outcomes occur within an individual, group,
and organizational context
o Personality, cultural values, and ability
o Team characteristics and processes
o Power and influence
o Leadership styles and behaviours
o Organizational structure
o Organizational culture
Unlock document

This preview shows pages 1-3 of the document.
Unlock all 28 pages and 3 million more documents.

Already have an account? Log in
Characteristics of an Ideal Bureaucracy
Formal rules and regulation: written guidelines are used to control all employees’ behaviours
Impersonal treatment: favouritism is to be avoided, and all work relationships are to be based on
objective standards
Division of labour: all duties are divided into specialized tasks and are performed by individuals
with the appropriate skills
Hierarchical structure: positions are ranked by authority level in a clear fashion from lower level to
upper level ones
Authority structure: he making of decisions is determined by one’s position in the hierarchy
o People have authority over those in lower ranking positions
Lifelong career commitment: employment is viewed as a permanent, lifelong obligation on the part
of the organization and its employees
Rationality: the organization is committed to achieving its ends (e.g. profitability) in the most
efficient manner possible
Henry Fayol’s Principles
A division of labour should be used because it allows people to specialize, doing only what they do
best
Managers should have authority over their subordinates, the right to order them to do what’s
necessary for the organization
Lines of authority should be uninterrupted
o A clear chain of command should connect top management to the lowest level employee
There should exist a clearly defined unity of command, such that employees receive directions from
only one other person so as to avoid confusion
Subordinates should be allowed to formulate and implement their own plans
Shifting Paradigms
Globalization
o Effects of globalization on organizations
New structures
Increasing diversity
Increasing competitive pressures, intensification
Diversity
o Surface level
E.g. race, ethnicity, gender, age
o Deep level
E.g. personalities, beliefs, values, and attitudes
Different workforce expectations
o Work/life balance
o Technology (virtual teams/work)
o Demise of command and control, empowerment
Unlock document

This preview shows pages 1-3 of the document.
Unlock all 28 pages and 3 million more documents.

Already have an account? Log in

Document Summary

Organization: a structured social system consisting of groups and individuals working together to meet some agreed-upon objectives: organizations take things in, then spew things out, there are intentional outputs, and unintentional outputs. Open systems: that is, they are self-sustaining systems that use energy to transform resources from the environment into some form of output: organizations are open systems. Wages directly related to motivation and performance. Human relations: elton mayo: task performance influenced by non-economic social forces and processes. Hawthorne studies: productivity linked to social conditions of work. Attention from management can motivate/make employee feel special. Attention from management can make someone want to work less. Is the individual or team or organization as a whole achieving consistently high levels of performance. Is the individual satisfied with the job and work environment; are team members commited to the team, job and work environment. It"s about getting people to want to work hard and give more.

Get OneClass Grade+

Unlimited access to all notes and study guides.

YearlyMost Popular
75% OFF
$9.98/m
Monthly
$39.98/m
Single doc
$39.98

or

You will be charged $119.76 upfront and auto renewed at the end of each cycle. You may cancel anytime under Payment Settings. For more information, see our Terms and Privacy.
Payments are encrypted using 256-bit SSL. Powered by Stripe.