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Chapter 1

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Department
Psychology
Course
PSY100H1
Professor
Maja Djikic
Semester
Fall

Description
Chapter 1: organizational behavior and management  Organization: are social inventions for accomplishing common goals through group effort. o Their essential characteristics is the coordinated presence of people, not necessarily things. o OB is to understanding people and managing them to work effectively o Concern with how organizations can survive and adapt to change o Concern with how to get people to practice effective teamwork  Organizational behavior: refer to the attitudes and behaviors of individuals and groups in organizations o 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  Management: defined as the art of getting things accomplished in organizations through others o Consists of acquiring, allocating, and utilizing physical and human resources to accomplish goals  Evidence-based management: involves translating principles based on the best scientific evidence into organizational practices o More likely to result in the attainment of organizational goals, including those affecting employees, stockholders and the public in general  Classical viewpoint: high degree of specialization of labor and very high degree of coordination o Suggests that managers have fairly few workers, except for lower-level jobs where machine pacing might substitute for close supervision o Adovates that the critical role of control and coordination in getting organizations to achieve their goals o Taylors scientific management and Weber’s views on bureaucracy are in line with the classical position  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  Human relations movement: critique of classical management and bureaucracy that advocated management styles that were more partic
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