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Department
Commerce
Course
COMM 222
Professor
All Professors
Semester
Winter

Description
COMM222TextBookNotesOrganizationalBehaviorthJanuary6week1CHAPTER1INTRODUCTIONWeareoftendefinedinpartbywhatwedoandwherewedoitWhatareOrganizationsOrganizationsaresocialinventionsforaccomplishingcommongoalsthroughgroupeffortTheyareSocialInventionsTheiressentialcharacteristicisthecoordinatedpresenceofpeopleOrganizationalBehaviorisaboutunderstandingpeopleandmanagingthemtoworkeffectivelyGoalAccomplishmentThefieldoforganizationalbehaviorisconcernedwithhoworganizationscansurviveandadapttochangeCertainbehaviorsarenecessaryforsurvivalandadaptationPeoplemustBemotivatedtojoinandremainintheorganizationCarryouttheirbasicworkreliablyintermsofproductivityqualityandserviceBewillingtocontinuouslylearnandupgradetheirknowledgeandskillsBeflexibleandinnovativeGroupEffortorganizationsarebasedongroupeffortdependingontheoninteractionandcoordinationamongpeopletoaccomplishtheirgoalsThefieldofOrganizationalBehaviorisconcernedwithhowtogetpeopletopracticeeffectiveteamworkWhatisOrganizationalBehaviorOrganizationalBehaviorreferstotheattitudesandbehaviorsofindividualsandgroupsinorganizationsItprovidesspecificdetailsineffectivelystudyingmanagingandchangingthemItalsostudieshoworganizationscanbestructuredmoreeffectivelyandhoweventsintheirexternalenvironmentsaffectorganizationsHowsatisfiedarepeoplehowcommittedetcHumanResourcesManagementreferstoprogramspracticesandsystemstoacquiredevelopandretainemployeesinorganizationsrecruitmentselectiontraininganddevelopmentcompensationetcWhatfactormakesanorganizationacompetitiveandagreatplacetowork1Howdoemployeeslearnandwhatistheroleoftraininganddevelopmentandcareerplanning2Whatshouldorganizationsdotomanageadiverseworkforce3Howcanorganizationsmotivateemployeesandhowimportantiscompensation4Whatcrossfunctionalteamandhowdoyoudesigneffectiveteams5WhatisanorganizationalcultureandwhatroledoesitplayinanorganizationssuccessTodaythemainfactorthatdifferentiatesorganizationsistheirworkforceandhumancapitalOrganizationaladvantagemakesabigdifferencefortheeffectivenessandcompetitivenessoforganizationsAlthoughmoneyisnotthebestormosteffectivelongtermmotivatormostpeoplestillwanttomakemoneyandwillworkhardertogetitNotepeoplewillonlyworkashardastheyhavetoregardlessofhowmuchmoneytheyarepaidGoalsoforganizationalBehaviorPredictingOrganizationalBehaviorMoodanticipationPredictingdecisionsExplainingOrganizationalBehaviorBeingabletoexplaineventsWhydotheyoccurPredictingsomethingisnotthesameasexplainingsomethingWhyarepeoplelessmotivatedsatisfiedorpronetoretireItsdifficultEventscanhavemultiplecausesintentionsandreasonsManagingOrganizationalBehaviorGettingthingsaccomplishedinorganizationsthroughothersWemustunderstandsomethingbeforeattemptingtomanageitPredictingExplainingAnalysiswhileManagingActionEvidencebasedManagementinvolvestranslatingprinciplesbasedonthebestscientificevidenceintoorganizationalpracticesRemovestheneedforopinionandunjustifiedevidenceClassicalViewpointAnearlyprescriptiononmanagementthatadvocatedhighspecializationoflaborintensivecoordinationandcentralizeddecisionmakingEverydepartmentordivisionhadamanagerthattooktheordersstraightfrommanagementScientificManagementFrederickTaylorssystemforusingresearchtodeterminetheoptimumdegreeofspecializationandstandardizationofworktasksSupervisorsofagivenfieldwouldusuallybeexpertsinthatgivenfieldandwritteninstructionswereencouragedBureaucracyMaxWebbersidealtypeoforganizationthatincludedastrictchainofcommandcentralizedpowerfromthetopoftheorganizationasetofrulesandproceduresthatmustbefollowedtoinsuretheprojectgetsdoneefficientlyandaselectionandpromotionbasedontechnicalcompetenceHumanRelationsMovementAcritiqueofclassicalmanagementandbureaucracythatadvocatedmanagementstylesthatwasmoreparticipativeandorientedtowardemployeeneedsThismovementadvocatesamorepeopleorientedmanagementstylethatcateredmoretothesocialandpsychologicalneedsofemployeesHawthorneStudiespsychologicalprocessesandsocialprocessesaffectproductivityandworkadjustmentThiswentagainstthebureaucracymovementforthefollowingreasonsStrictspecializationisincompatiblewithhumanneedsforgrowthandachievementStrongcentralizationandrelianceonformalauthorityoftenfailtotakeadvantageofthecreativeideasandknowledgeoflowerlevelmemberswhoareoftenclosertothecustomerStrictinterpersonalrulesleadmemberstoadopttheminimumacceptablelevelofperformancethattherulesspecifyIfminimumamountsofsalesperdayis8thisisthemostemployeeswillaimforAstrongspecializationcausesemployeestolosesightoftheoverallgoalsoftheorganizationContemporaryManagementTheContingencyApproachAnapproachtomanagementthatrecognizesthatthereisnoonebestwaytomanageandthatanappropriatemanagementstyledependsonthedemandsofthesituationHenryMintzbergManagerialRolesHighlightsthecomplexityofthemanagerialrolesandtheskillstheyneedtobeeffectiveInterpersonalRolesExpectedbehaviorsthathavetodowithestablishingandmaintaininginterpersonalrelationshipsFigureheadmanagersserveassymbolsoftheirorganizationtakeclientsoutspeakersLeaderManagersselectmonitorrewardanddisciplineemployeesLiaisonmanagersmaintainhorizontalcontactsoutsidetheorganizationInformationalRolesconcernedwiththevariouswaysmanagersreceiveandtransmitinformationMonitormanagersscanandmonitorexternalandinternalenvironmentofthefirmtofollowcurrentperformanceandtokeepthemselvesinformedofnewideasandtrendsDisseminatormanagerssendinformationonbothfactsandpreferencestootherssendinganemailwithnewfindingstoemployeesSpokespersonsendingmessagestotheorganizationsexternalenvironmentslikepressconferencesandpublicrelationsDecisionalRolesTheserolesdealwithdecisionmakingEntrepaneurmanagersturnproblemsandopportunitiesintoplansandimprovedchanges
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