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Management and Organizational Studies 2181A/B Chapter Notes -Human Relations Movement, Tom Peters, Hawthorne Effect


Department
Management and Organizational Studies
Course Code
MOS 2181A/B
Professor
Victoria Digby

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CHAPTER 1 – ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT
Organizations: Social inventions for accomplishing goals through group effort.
Organizational behavior is concerned with
oPeople and managing them to work effectively.
oHow organizations can survive and adapt to change.
oHow 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
oStrict chain of command, each member reports to just one supervisor
oSet of detailed rules
oStrict specialization
oCentralization of power at top of organization
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