Textbook Notes

3 Pages
Unlock Document

Management and Organizational Studies
Management and Organizational Studies 2181A/B
Victoria Digby

CHAPTER 1 – ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT • Organizations: Social inventions for accomplishing goals through group effort. • Organizational behavior is concerned with o People and managing them to work effectively. o How organizations can survive and adapt to change. o How to get people to practice effective team work. • Behaviors necessary for survival and adaptation are… 1. Be motivated to join and remain in the organization; 2. Carry out their basic work reliably, in terms of productivity, quality and service; 3. Be willing to continuously learn and upgrade their knowledge and skills; 4. Be flexible and innovative. • Firms must “Get innovative or get dead.” – Tom Peters • Organizational behavior: The attitudes and beliefs of individuals and groups in organizations. • Goals of organizational behavior: 1. Predicting organizational behavior 2. Explaining organizational behavior 3. Managing organizational behavior • Management: The art of getting things accomplished in organizations through others. There were two views of the “correct” way to manage an organization: 1. The classical view and bureaucracy 2. The human relations movement and a critique of bureaucracy The Classical View and Bureaucracy: • Advocates: experienced managers and consultants • Early 1900s • Advocated a very high degree of specialization of labor and of coordination • Each department tended to own affairs, centralized decision making • “Bureaucracy” comes from Max Weber • Bureaucracy = means of rationally managing complex organizations o Strict chain of command, each member reports to just one supervisor o Set of detailed rules o Strict specialization o Centralization of power at top of organization The Human Relations Movement and a Critique of Bureaucracy: • Hawthorne studies: illustrated how psychological and social processes affect productivity and work adjustment. • Called attention to dysfunctional aspects of classical management/bureaucracy • Advocated more people-oriented styles of management that catered more to the social and psychological needs of employees • Critique addressed several problems: o Strict specialization = incompatible with human needs for growth and achievement  can lead to employee alienation o Strong centralization fail to take advantage of ideas of lower-level employees. o Strict/impersonal rules lead members to adopt minimum level of performance o Causes employees to lose sight of goals of organization The contingency approach: An approach to management that recognizes that there is no one best way to manage, and that an appropriate management style depends on the demands of the situation
More Less

Related notes for Management and Organizational Studies 2181A/B

Log In


Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.