Textbook Notes (368,326)
Canada (161,799)
Commerce (596)
COMM 151 (65)
Chapter 1

Chapter 1.docx

6 Pages
Unlock Document

COMM 151
Christopher Miners

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
More Less

Related notes for COMM 151

Log In


Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.