Organizational Behavior And Management

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Chapter 1 –Organizational Behaviour and Management
What are organization?
Organizations-social inventions for accomplishing common goals through group efforts Social Inventions
OB is essentially composed of people (present opportunities and challenges)
OB is about understanding people and managing them to work effectively
Goal Accomplishment all organizations have SURVIVAL as a goal, but also specific goals for each company
OB is concerned with how organizations can survive and adapt to change
People must take part and behave in a certain way for survival and adaptation
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. Willing to continuously learn and upgrade their knowledge and skills
4. Be flexible and innovative (provides adaptation to change)
Group Effort
Organization is based on group effort depend on interaction and coordination w/ people to accomplish goal
1. most work are performed by groups, temp or permanent
2. informal groupingfriendships, informal alliances (OB is how to get ppl to practise effective teamwork)

What is Organizational Behaviour?
OB refers to attitudes and behaviour of individual and groups in organizations (about people and human nature)

Goals of Organizational Behaviour
Predicting
Explaining
Managing
Predicting Organizational Behaviour
Predicting OB doesn’t guarantee we can explain the reason for the behaviour and develop and effective strategy to manage it
Explaining Organizational Behaviour
Explain events in organization (follows after accurate prediction)difficult b/c 1 particular behaviour has many causes, and causes can change over time. (interested in determining why people are more or less motivated, satisfied, or prone to resign )
Managing Organizational Behaviour
Management- the art of getting things accomplished in organizations through others
If behaviours can be predicted and explained, they can be managed (controlled)
Predicting & explaining=analysis; managing= action

Classical View of Bureaucracy
Classical viewpoint-advocate high specialization of labour, intensive coordination, and centralized decision making
To maintain control, CV suggest managers to have fewer workers in order to closely supervise
Scientific Management-advocate the use of research to determine the optimum degree of specialization and standardization of work tasks
1. Advocated for develop written instructions defining work procedures
2. Standardize workers’ movements and break for max efficiency
Bureaucracy- ideal type of organization which would standardize behaviour and provide security and a sense of purpose
1. a strict chain of command (each member reports to 1 superior)
2. selection and promotion based on competence instead of nepotism or favourism
3. detailed rules and procedures, so job gets done no matter who does it
4. high specialization
5. centralized power at the top of organization

Human Relations Movement and a Critique of Bureaucracy
Hawthorne studies-research illustrated how psychological and social processes affect productivity and work adjustment (interested with impact of fatigue, rest pauses, and lighting on productivity)
Human relations movement-advocated more people-oriented styles of managements that catered more to the social and psychological needs of employeesadvocate for open communication, more employee participation in decision making, less rigid, more decentralized forms of control
Critiques to bureaucracy
1. Specialization is incompatible with human needs for growth and achievement-lead to employee alienation from organization and clients
2. Strong central power fails to take advantage of creative ideas and knowledge of lower-level members, who are closer to the customersorganization fail to learn from mistakes, no innovation and adaptation
3. Strict rules lead members to adopt the min. acceptable level of performanceif rules state employees must process eight claims a day,
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