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COMM 151 (65)
Chapter 1

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Department
Commerce
Course
COMM 151
Professor
Christopher Miners
Semester
Winter

Description
COMM 151 – Chapter 1 Notes- Organizational Behaviour and Management What are Organizations  Organizations: Social Inventions for accomplishing common goals through group effort  Social Inventions  Coordinated presence of people – not necessarily things (equipment)  OB is about understanding people and managing them to work effectively  Goal Accomplishments  OB is concerned with how organizations survive and adapt to change  Behaviours Necessary for Survival and Adaption  Motivated to join/remain in the organization  Carry out basic work reliably in terms of productivity, quality and service  Willing to learn and upgrade knowledge and skills  Flexible and Innovative  Group Effort  Org’s depend on interaction and coordination among people to accomplish goals  Most of the intellectual and physical work is accomplished in groups  Whether they are permanent or project-based groups  Informal grouping occurs in all org’s because friendships develop and people form informal alliances to accomplish work  The quality of this contact in terms of communication and moral can have a strong impact on goal achievement  OB is concerned with how to get people to practice effective teamwork What is Organizational Behaviour  Organizational Behaviour: The attitudes and behaviours of individuals and groups in organizations  OB systematically studies these attitudes and behaviours and provides insight about effectively managing and changing them  Interested in the attitudes – how satisfied are people, how committed, how cooperative  Also studies how org’s can be structured more effectively and how events in external in environments affect organizations  Ex. How satisfied people are with their jobs, how committed are they to org’s goals Goals of Organizational Behaviour  Predicting OB: Want to be able to predict the future behaviours of people  Explaining OB: Why do events in orgs occur? Why are people more/less motivated, satisfied, etc  Explaining event is hard because there may be multiple causes  Managing OB: Management is defined as the art of getting things accomplished in organizations through others  Acquire, allocate, and utilize physical and human resources effectively  This definition does not include how to get things accomplished because there are a variety of mgmt. styles that might be effective depending on the situation at hand COMM 151 – Chapter 1 Notes- Organizational Behaviour and Management Early Prescriptions Concerning Management  For many years, experts were interested in “correct” way to manage an org to achieve its goals Mostly  Classical Viewpoint: An early prescription of management that advocated high specialization of labour, intensive coordination, and centralized decision making advocated by  Each department tends to their own affairs experienced  Centralized decision making from upper mgmt. managers or  To maintain control, mangers had few workers. except lower-level jobs where consultants machine pacing might substitute for close supervision  Scientific Management: Frederick Taylor’s system for using research to determine the optimum degree of specialization and standardization of work tasks  Taylor supported the development of written instructions and clearly defined work procedures, and he encouraged supervisors to standardized workers’ movements and breaks for max efficiency  Bureaucracy: Maxx 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  Provide workers with a sense of security and purpose – everyone has equal chance to get promoted based on their technical skills  Jobs preformed as intended not following the “whims” of specific role occupant  Fair chance of being promoted and rising in the power structure  Rules, regulations, and clear-cut chain of command that further clarified required behavior and provided the workers with a sense of security  Human Relations Movement: A critique of classical mgmt. and bureaucracy that promoted management styles that more participative and oriented towards employee needs – mgmt. style changed to become more people oriented  The critique of bureaucracy addressed several specific problems  Strict/strong specialization leads to employee alienation from the organization & clients  Incompatible to growth and achievement  Lose sight of the overall goals of the org – “red-tape” mentality  Strong Centralization= reliance on formal authority rather than lower lvl members input  Fail to learn from mistakes, threatens innovation and adaption  Strict Impersonal Rules= employees adopt the minimum acceptable performance  Hawthorne Studies: Illustrated how psychological and social processes affect productivity and work adjustment  Studies the effects of interventions on performance  Ex. Dysfunctional aspects to how work was organized when employees resisted management Contemporary Management-Contingency Approach  Contingency Approach: Approach that management recognizes that  there’s no one best way to manage  appropriate management style depends on the situation COMM 151 – Chapter 1 Notes- Organizational Behaviour and Management What do Managers Do?  Mintzberg’s Managerial Roles: A. Interpersonal Roles are the expected behaviours that have to do with establishing and maintaining interpersonal relationships  Figurehead role  Managers serve as symbols of the org rather than active decision makers  Ex. Speech in a trade show, signing legal documents  Leadership Role  Managers select, mentor, reward and discipline employees  Liaison Role  Managers maintain horizontal contacts inside and outside the organization  Ex. Discussing a project with a colleague in another department or touching base with an embassy delegate of a country B. Informational Roles: Concerned with the various ways managers receive/transmit info  Monitor  Managers scan the internal and external environments to follow current performances, new trends and ideas  Disseminator  Managers send information on both facts and preferences to others  Ex. Summarize what was learnt in the conference – send to R&D  Spokesperson  Concerns sending messages into organizations external environment  Ex. Annual report to stockholders or interview to the press C. Decisional Roles  Entrepreneur  Managers turn problems & opportunities into plans for imp
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