MGHB02H3 Chapter Notes - Chapter 1: Hawthorne Effect, Henry Mintzberg, Human Relations Movement

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Published on 10 Oct 2011
School
UTSC
Department
Management (MGH)
Course
MGHB02H3
Professor
Lecture Notes ∙ Chapter One ∙
What are organizations: social inventions for accomplishing goals through group efforts
Concerned with how organizations survive, adapt to change and hopefully, prosper. For this to happen, organizational members
(employees and management) must:
Be motivated to join and remain (sometimes referred to as “membership behavior”
Carry out their work reliably and effectively
Be willing to continuously learn and upgrade their knowledge and skills – the 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 organization
Be flexible and innovative (Note: some organizations place a much greater importance on the flexibility and innovation of
their workforce than other firms. This is determined by the business strategy, the managerial strategy and culture of the firm)
Most organizations today require some form of group effort. This can take many forms:
oCoordination among individuals to accomplish organizational goals
oPermanent work teams
oShort term project teams
oFriendships
oAlliances (sounds like Survivor)
What is Organizational Behavior?
The study of attitudes and behaviors of individuals and groups in organizations. We will study:
oPersonality and learning
oPerception, attributions and judgment of others
oValues and attitudes
oMotivation at work
The Goals of OB:
Predict human behavior – how will people behave in certain circumstances?
Explain human behavior – why will people behave in predictable ways?
Manage human behavior – how can we structure the work environment and deal with people to encourage desired behaviors?
Management: the art of getting things accomplished in organizations through others
Early Views of Management
The Classical viewpoint
Emerged from the military and early factories
High degree of specialization of labour
Each department tend to its own affairs
Centralized decision making from management provides coordination
Supporting the classical view was “Scientific Management” a concept developed by Fredrick Taylor (1856 – 1915). His method
studied work to determine the best way to perform the tasks and determined the skills and qualifications required by workers to be
most efficient. With scientific management, managers manage and workers work.
Bureaucracy
A term and concept developed by Max Weber (1864 – 1920). His methods for rationally managing a complex workplace support the
classical view of the organization. Bureaucracy includes:
A strict chain of command where each person reports to a single superior (only one boss)
Criteria for selection and promotion based upon impersonal technical skills rather than nepotism or favoritism
Set of detailed procedures that ensure the work gets done regardless of who the worker is
Strict specialization to match duties with technical competence
Centralization of power at the top of the organization
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Document Summary

What are organizations: social inventions for accomplishing goals through group efforts. Concerned with how organizations survive, adapt to change and hopefully, prosper. For this to happen, organizational members (employees and management) must: Be motivated to join and remain (sometimes referred to as membership behavior . Be willing to continuously learn and upgrade their knowledge and skills the people of an organization are considered. This is determined by the business strategy, the managerial strategy and culture of the firm: most organizations today require some form of group effort. This can take many forms: coordination among individuals to accomplish organizational goals o o o, alliances (sounds like survivor) The study of attitudes and behaviors of individuals and groups in organizations. Perception, attributions and judgment of others o o: values and attitudes, motivation at work. Management: the art of getting things accomplished in organizations through others. Emerged from the military and early factories: high degree of specialization of labour.