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MGHB02H3 (300)
Chapter 1

MGHB02H3 Chapter Notes - Chapter 1: Human Relations Movement, Hawthorne Effect, Ideal Type

Course Code
Brian Connelly

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Chapter 1: Organizational Behaviour and Management
Organizations: social inventions for accomplishing common goals through
group effort
Field of organizational behaviour is about understanding people and
managing them to work effectively
Organizational behaviour concerned with how organizations can survive
and adapt to change
Behaviours necessary for survival and adaptation; have to
o Be motivated to join and remain in the organization
o Carry out their basic work reliably, in terms of productivity, quality,
and service
o Be willing to continuously learn and upgrade their knowledge and
o Be flexible and innovative
Innovation and flexibility are especially important for contemporary
Organizations based on group efforts
o Depend on interaction and coordination among people to
accomplish goal
o The field of organizational behaviour is concerned with how to get
people to practice effective teamwork
Organizational behaviour: the attitudes and behaviours of individuals and
groups in organizations
Interested in attitudes how satisfied people are with their jobs, how
committed they feel to the goals of the organization, or how supportive
they are of promoting women or minorities into management positions
o Cooperation, conflict, innovation, resignation, or ethical lapses
important areas of study in organizational behaviour
Human resources management: programs, practices, and systems to
acquire, develop, and retain employees in organizations
o Recruitment, selection, compensation, and training and
Human capital is strongly related to and a key determinant of firm
Goals of organizational behavior
o Predicting organizational behavior
When people will make ethical decisions, create innovative
products, or engage in sexual harassment
o Explaining organizational behaviour
Explaining events in an organization
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Determine why people are more or less motivated, satisfied,
or prone to resign
Explaining events is more difficult than predicting events
o Managing organizational behaviour
Management: the art of getting things accomplished in
organizations through others
Managers acquire, allocate, and utilize physical and human
capital to accomplish goals
Point not to over analyze a problem but to approach
problem with systemic understanding of behavioural science
and organizational behaviour and using that understanding
to make decisions
Evidence-based management: translating principles based
on the best scientific evidence into organizational practices
Result in attainment of organizational goals
Classical viewpoint: an early prescription on management that
advocated high specialization of labour, intensive coordination, and
centralized decision making
Managers have fairly few workers, except for lower-level jobs when
machines might substitute
Scientific management: Fredrick Taylor’s system for using research to
determine the optimum degree of specialization and standardization of
work tasks
o Job design and the structure of work on the shop floor
o Supported development of written instructions that clearly defined
work procedures, and he encouraged supervisors to standardize
workers’ movements and breaks for maximum efficiency
Bureaucracy: Max 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
A strict chain of command in which each member reports to
only a single superior
Criteria for selection and promotion based on impersonal
technical skills rather than nepotism or favouritism
A set of detailed rules, regulations, and procedures, ensuring
that the job gets done regardless of who the specific worker is
The use of strict specialization to match duties with technical
The centralization of power at the top of the organization
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