Textbook Notes (369,054)
Canada (162,364)
Business (63)
BUS 2090 (48)
Chapter 1

Chapter 1 BUS 2090.docx

3 Pages
133 Views

Department
Business
Course Code
BUS 2090
Professor
Hassan Wafai

This preview shows page 1. Sign up to view the full 3 pages of the document.
Description
Chapter 1 Individuals, Groups & Organizations Organizational Behaviour & Management What Are Organizations? Organizations: Social inventions for accomplishing common goals through group effort Social Inventions  Organizations essential characteristic is people not necessarily things  Organizations gave people whom present both opportunities & challenges  Organizational behaviour is about understanding people & managing them to work effectively Goal Accomplishment  All organizations have goals  Organizational behaviour is concerned w/ how organizations can survive & adapt to change To adapt to change people have to…  Be motivated to join & remain in the organization  Carry out their basic work reliability in terms of productivity quality etc.  Be willing to learn  Be flexible & innovative Group Effort  Organizations are based on group effort  Organizations depend on interaction & coordination among people to accomplish goals  Organizational behaviour is concerned w/ how to get people to practice effective teamwork What Is Organizational Behaviour Organizational Behaviour: The attitudes and behaviours of individuals & groups in organizations  Studies the attitudes & behaviours and provides insight about effectively managing & changing them  Studies also how organizations can be structured more effectively & how external environment factors affect them Why Study Organizational Behaviour?  Interesting to find out why employees become committed to an organization and what motivates them to work hard  The most successful organizations are those who manage their employees successfully Goals of Organizational Behaviour 1. Predicting Organizational Behaviour  Want to predict behaviours such as when people will make ethical decisions, create innovate products, or engage in sexual harassment etc.  Through systematic study, OB provides a scientific foundation that helps improve predictions of organizational events 2. Explaining Organizational Behaviour  Why do organizational events occur?  Especially interested in determining why people are more or less motivated, satisfied, or prone to resign  Explaining events is harder than predicting them b/c a behaviour could have multiple causes 3. Managing Organizational Behaviour  If behaviour can be predicted & explained than it can often be controlled or managed Early Prescriptions Concerning Management There were 2 basic phases to this prescription The Classical View of Bureaucracy  Occurred in early 1900 for most part  Tended to advocate a very high degree of specialization of labour & very high degree of coordination  Each department was to tend to own affairs  Centralized decision making from upper management providing coordination  Managers have very few worker except lower-level jobs where machine pacing might sub for close supervision Scientific Management  Fredrick Taylor’s system for using research to determine the optimum degree of specialization and standardization of tasks  Mainly concerned w/ job design Bureaucracy: Max Weber’s ideal type of organization that included a strict chain of command, detailed rules, high specialization, centralized power & selection & promotion based on technical competence The Human Relations Movement & A critique of Bureaucracy  Generally began with the famous Hawthorne studies of the 1920s & 30s  Studies were concerned w/ the impact of fatigue, rest pauses & lighting on productivity  Researching this revealed that the effects of psychological & social processes had effect on productivity & work adjustment  This showed that there could be dysfunctional aspects of how work is organized  The human relations movement called attention to certain dysfunction aspects of classical management and bureaucracy & advocated more people oriented styles of management that catered more to te social & psychological needs of employees Says that….  People need growth & achievement so strict specialization is bad  Encourage creativity and not centralization & reliance on formal authority Contemporary Management – The Contingency Approach  Recognizes both human relations & classical approach  Approach should be tailored to fit the situation Contingency approach: No 1 best way to manage, & appropriate management style depends on the demands of the situation What Do Managers Do? Manager Roles Interpersonal Roles  In the figurehead role, managers serve as symbols of their organization r
More Less
Unlock Document

Only page 1 are available for preview. Some parts have been intentionally blurred.

Unlock Document
You're Reading a Preview

Unlock to view full version

Unlock Document

Log In


OR

Join OneClass

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

Sign up

Join to view


OR

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.


Submit