Textbook Notes (368,252)
Canada (161,740)
Commerce (1,695)
Chapter 1

Chapter 1 _ Intro to OB .docx

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Teal Mc Ateer

Chapter 1 – Textbook Notes  Organizations are social inventions for accomplishing common goals through group effort o They are social inventions o Essential characteristic is the presence of people  The field of organizational behavior is about understanding people and managing them to work effectively o Concerned with how organizations can survive and adapt to change o Concerned with how to get people to practice effective teamwork  Certain behaviors are necessary for survival and adaptation: o Motivation to join and remain in organization o Carrying out basic work reliably, in terms of productivity, quality, and service o Willing to learn continuously and upgrade knowledge and skills o Be flexible and innovative  Organizational behavior is the attitudes and behaviors of individuals and groups in organizations  Management is the art of getting things accomplished in organizations through others  The classical view and Bureaucracy: o This activity occurred mainly in the early 1900s o Classical viewpoint is an early prescription on management that advocated high specialization of labor, intensive coordination, and centralized decision making o Scientific management was Frederick Taylor’s system for using research to determine the optimum degree of specialization and standardization of work tasks  Functional foremanship; supervisors would specialize in particular functions, e.g., one would train workers, while one might fulfill role of disciplinarian o Bureaucracy was 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  It had the following qualities:  A strict chain of command in which each member reports to only a single superior  Criteria for selection and promotion based on technical skills  Set of detailed rules ensures that job gets done regardless of who worker is  Use of strict specialization to match duties with technical competence  Centralization of power at the top of the organization  Human Relations Movement (critique of bureaucracy) o Hawthorne studies was research conducted 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 o Human relations movement was a critique of classical management and bureaucracy that advocated management styles that were more participative and oriented toward employee needs o The critique of bureaucracy addressed the following problems:  Strict specialization could lead to employee alienation  Strong centralization fails to take into account lower-level members who are often closer to the customer  Strict rules lead members to adopt the minimum acceptable level of performance 
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