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RSM260H1 (43)
Chapter 1

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Rotman Commerce
Sanford De Voe

Chapter 1 Organizations: - Social inventions for accomplishing common goals; group effort o People, not necessarily things o Need to understand people, manage effectively - Common Goals – reason o How to survive, adapt to change  Motivate, retention  Reliability, productivity, quality  Continuously learn, upgrade skills  Flexible, innovative - Group Effort o How to get people to work together - Organizational Behaviour o Attitudes (act) and behaviours (how they feel, think) of individuals & groups in organizations o Goals  Predict  Explain – why motivated, why satisfied,  Manage – how to get things done in organizations o How external events affect, how to motivate, how to win negotiations, finding best decisions, how to implement - Fun Facts: o Leaders have different personalities o People prefer routine jobs o Managers not well informed of pay o Workers underestimate absenteeism o Pay is not always most effective Classical view: high specialization of labour, intensive coordination, and centralized decision making - Scientific Management (Frederick Taylor): determine optimum degree of specialization; standardization of work tasks (written instructions) - Bureaucracy (Max Weber): an ideal type of organization o Strict chain of command, detailed rules, high specialization, centralized power, selection, promotion based on technical skills (not favouritism) Human Relations Movement - Hawthorne studies (20s, 30s) o Psychological, social processes affect productivity - People-orientated styles of mgmt. (social and psychological) o Dangers of control and coordination, need for flexibility - Mgmt. need to be more participative, orientated toward employee needs - Examples: Strict specialization incompatible with human needs for growth o Don’t take advantage of creative ideas o Members accept minimum acceptable level of performance o Specialization causes employees to lose sight of overall goal Contemporary mgmt. – Contingency Approach o “it depends” – no “best way o Appropriate mgmt. style depends on interactions, situation Chapter 1 What do managers do? - Managerial Roles o Int
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