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MGHB02H3 (268)
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Chapter 1

Chapter 1 Notes

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University of Toronto Scarborough
Management (MGH)
Ted Mock

Lecture NotesChapter One What are organizations social inventions for accomplishing goals through group effortsConcerned with how organizations survive adapt to change and hopefully prosperFor this to happen organizational members employees and management mustBe motivated to join and remain sometimes referred to as membership behaviorCarry out their work reliably and effectivelyBe willing to continuously learn and upgrade their knowledge and skillsthe people of an organization are considered human capital and for that capital to appreciate become more valuable to the organization it must be upgraded in ways that are important to the organizationBe flexible and innovative Note some organizations place a much greater importance on the flexibility and innovation of their workforce than other firmsThis is determined by the business strategy the managerial strategy and culture of the firmMost organizations today require some form of group effortThis can take many formsoCoordination among individuals to accomplish organizational goalsoPermanent work teamsoShort term project teamsoFriendshipsoAlliances sounds like SurvivorWhat is Organizational BehaviorThe study of attitudes and behaviors of individuals and groups in organizationsWe will studyoPersonality and learningoPerception attributions and judgment of othersoValues and attitudesoMotivation at workThe Goals of OBPredict human behaviorhow will people behave in certain circumstancesExplain human behaviorwhy will people behave in predictable waysManage human behaviorhow can we structure the work environment and deal with people to encourage desired behaviorsManagement the art of getting things accomplished in organizations through othersEarly Views of ManagementThe Classical viewpointEmerged from the military and early factoriesHigh degree of specialization of labourEach department tend to its own affairsCentralized decision making from management provides coordinationSupporting the classical view was Scientific Management a concept developed by Fredrick Taylor 18561915His method studied work to determine the best way to perform the tasks and determined the skills and qualifications required by workers to be most efficientWith scientific management managers manage and workers workBureaucracyA term and concept developed by Max Weber 18641920His methods for rationally managing a complex workplace support the classical view of the organizationBureaucracy includesA strict chain of command where each person reports to a single superior only one bossCriteria for selection and promotion based upon impersonal technical skills rather than nepotism or favoritismSet of detailed procedures that ensure the work gets done regardless of who the worker isStrict specialization to match duties with technical competenceCentralization of power at the top of the organization
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