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Department
Commerce
Course
COMM 151
Professor
Prof.
Semester
Winter

Description
MichaelOzburnMidtermFeb112013Chapter1OrganizationalBehaviorandManagementWhatareOrganizationsOrganizationssocialinventionsforaccomplishingcommongoalsthroughgroupeffortSocialInventionsOrganizationsarecoordinatedbypeopleOrganizationalbehaviorisaboutunderstandingandmanagingpeopletoworkeffectivelyGoalAccomplishmentOrganizationalbehaviorisconcernedwithhoworganizationscansurviveandadapttochangePeoplemustbeoMotivatedtojoinremainoWorkreliablyoLearnandupgradeoFlexibleandinnovativeGroupEffortOrganizationsarebasedongroupeffortanddependoninteractionandcoordinationamongpeopletoaccomplishgoalsOrganizationalbehaviorisconcernedwithhowtogetpeopletopracticeeffectiveteamworkWhatisOrganizationalBehaviorOrganizationalbehaviorattitudesandbehaviorsofindividualsandgroupsinorganizationsWhyStudyOrganizationalBehaviorInterestingaboutpeopleandhumannatureImportantexplainingdifferencesinorganizationsandusingexplanationstoimproveorganizationaleffectivenessandefficiencyMakesadifferencesustainedcompetitiveadvantageandorganizationaleffectivenessareincreasinglyrelatedtothemanagementofhumancapitalandorganizationalbehaviorGoalsofOrganizationalBehaviorEffectivelypredictingexplainingandmanagingbehaviorthatoccursinorganizationsPredictingorganizationalbehaviorregularityofbehaviorallowspredictionExplainingorganizationalbehaviorwhypeoplearemoreorlessmotivatedorsatisfiedcausesofsomeeventorbehaviorcanchangeovertimeManagingorganizationalbehaviorpredictionandexplanationconstituteanalysismanagementconstitutesactionandusingresourcestoaccomplishgoalsManagementartofgettingthingsaccomplishedinorganizationsthroughothersEarlyPrescriptionsConcerningManagementClassicalViewandBureaucracyClassicalviewpointanearlyprescriptiononmanagementthatadvocatedhighspecializationoflabourintensivecoordinationandcentralizeddecisionmakingScientificmanagementFrederickTaylorssystemforusingresearchtodeterminetheoptimumdegreeofspecializationandstandardizationofworktasksBureaucracyMaxWebersidealtypeoforganizationthatincludedastrictchainofcommanddetailedruleshighspecializationcentralizedpowerandselectionandpromotionbasedontechnicalcompetenceTookforgrantedtheconflictofinterestbetweenmanagersandemployeesHumanRelationsMovementandaCritiqueofBureaucracyHawthornestudiesresearchconductedattheHawthorneplantofWesternElectricnearChicagointhe1920sand1930sthatillustratedhowpsychologicalandsocialprocessesaffectproductivityandworkadjustmentHumanrelationsmovementcritiqueofclassicalmanagementandbureaucracythatadvocatedmanagementstylesthatweremoreparticipativeandorientedtowardemployeeneedsContemporaryManagementTheContingencyApproachContingencyapproachmanagementapproachthatrecognizesthatthereisnoonebestwaytomanageandthatanappropriatemanagementstyledependsonthedemandsofthesituationWhatdoManagersdoManagerialrolesoInterpersonalrolesfigureheadleaderliaisonoInformationalrolesmonitordisseminatorspokespersonoDecisionalrolesentrepreneurdisturbancehandlerresourceallocatornegotiatoroMitzberghighlightscomplexityofmanagerialjobsManagerialactivitiesoRoutinecommunicationoTraditionalmanagementoNetworking
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