2BA3-Chapter1.docx

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11 Apr 2012
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Comm 2BA3
Chapter 1: Organizational Behaviour and Management
Organizations: Social inventions for accomplishing common goals through group
effort
- Their essential characteristic is the coordinate presence of people
- 3 parts: social invention, goal accomplishment, and group effort
Goal Accomplishment
- All organizations have survival as a goal
- Adapting to change is critical
- Innovation and flexibility provide adaption to change
People have to:
Be motivated to join and remain in the organization
Carry out their basic work reliably, in terms of productivity, quality, and
services
Be willing to continuously learn and upgrade their knowledge and skills
Be flexible and innovative
Group Effort
- Depend on interaction and coordination among people to accomplish their goals
Organizational Behaviour
- The attitudes and behaviours of individuals and groups in organizations
- Attitudes:
Satisfaction, commitment, support
- Behaviours:
Cooperation, conflict, innovation, resignation, or ethical lapses
- Interesting and important
- Makes a difference
Goals of Organizational Behaviour
Predicting Organizational Behaviour
- Predicting the behaviour of others: when they will make ethical decisions, create
innovative products, or engage is sexual harassment
- Provides a scientific foundation that helps improve predictions of organizational
events
Explaining Organizational Behaviour
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- Explain occurrence of events in organizations
- Accurate prediction precedes explanation
- Interested in determining why people are less motivated, satisfied, or prone to
resign
Managing Organizational Behaviour
- Management: The art of getting thing accomplished in organizations through
others
- Acquire, allocate, and utilize physical and human resources to accomplish goals
The Classical View and Bureaucracy
- Advocated were experienced managers or consultants
- This activity occurred in the early 1900s
- Acquired their experience in military, mining operations, and factories
Classical viewpoint: An early prescription on management that advocated high
specialization of labour, intensive coordination and centralized decision-making
Scientific Management: Frederick Taylor’s system for using research to determine
the optimum degree of specialization and standardization
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
Hawthorne studies: Research conducted at the Hawthorne plant of Western
Electric near Chicago in the 1920s and 1930s that illustrated how psychological and
social processes affect productivity and work adjustment
Human Relations Movement: A critique of classical management and bureaucracy
that advocated management styles that was more participative and oriented toward
employee needs
Contemporary Management- The Contingency Approach
Contingency approach: An approach to management that recognizes that there is
no one best way to manage, and that an appropriate management style depends of
the demands of the situation
What Do Managers Do?
- Managers have a strong impact on what happens in and to organizations
Managerial Roles
1) Interpersonal roles
- Expected behaviours that have to do with establishing and maintaining
interpersonal relations.
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