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1 Apr 2011
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Chapter 1
What are organizations?
-Social inventions for accomplishing common goals through group effor t coordinated
presence of people
-Coordinated presence of people
-Organizational survival and adaptation to change are impor tant goals
-Interaction and coordination among people to accomplish goals
Organization Behaviour
-attitudes/ behaviour of people in organizations
-more effective
-external environment affect organizations
Goals – predicting + explaining + managing
Classical view
advocates a high degree of specialization of labour and coordination and
centralized decision making
Bureaucracy – Max Weber
-strict chain of command
-selection and promotion criteria based on technical competence
-detailed rules, regulations, procedures
-high specialization
-centralization power
Problem for Classical view and Bureaucracy:
-employee alienation
-limit innovation and adaptation
-resistance to change
-minimum acceptable level of perfor mance
-lose sight of overall goals
Scientific management – Fredericks Taylors system
-use research to determine optimum degree
Human Relations Movement –
adoption, more f lexible
Henry Mintzberg –
interpersonal roles – leadership, f igurehead, liaison(
 )
Infor mational roles – monitor, disseminator, spokesperson
Decisional rolesentrepreneur, disturbance handler, resource allocation, negotiator
www.notesolution.com
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Document Summary

Social inventions for accomplishing common goals through group effort coordinated presence of people. Organizational survival and adaptation to change are important goals. Interaction and coordination among people to accomplish goals. Organization behaviour attitudes/ behaviour of people in organizations. Classical view advocates a high degree of specialization of labour and coordination and centralized decision making. Bureaucracy max weber strict chain of command selection and promotion criteria based on technical competence detailed rules, regulations, procedures high specialization centralization power. Problem for classical view and bureaucracy: employee alienation limit innovation and adaptation resistance to change. Minimum acceptable level of performance lose sight of overall goals. Scientific management frederick"s taylor"s system use research to determine optimum degree. Henry mintzberg interpersonal roles leadership, figurehead, liaison((cid:0) Decisional roles entrepreneur, disturbance handler, resource allocation, negotiator www. notesolution. com (cid:0) John kotter agenda setting networking agenda implementation (tactics) Organization problem diversity employee focus on quality, speed, flexibility employee recruitment and retention.

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