Introduction To OB Flashcards
(41 cards)
Organizations
Social inventions for accomplishing common goals through group effort
Organizations are social inventions (e.g. google, UW, red cross, etc.)
Essential characteristic is the coordinated presence of people (not things)
Goal Accomplishment
Organizations all have a goal
Requires motivation, carry out work reliability, willing to learn/upgrade knowledge, be flexible/innovative
Group Effort
Organizations are based on group effort
Depend on interaction and coordination among people to accomplish their goals
Informal grouping occurs in all organizations and can have strong impact on achievement
Organizational Behaviour
The attitudes and behaviours of individuals and groups in organizations - PEOPLE MATTER
Study of individual and group dynamics in an organization setting, as well as nature of the organizations themselves
Draws on principles, theory, and methods from the social science disciplines of psychology and sociology, as well as economics, political science, anthropology, and management
Human resource management
Programs, practices, and systems to acquire, develop, motivate, and retain employees in organizations
Related to organizational behaviour
Knowledge of organizational behaviour helps improve HR
Human Capital
Knowledge skills, and abilities embodied in an organization’s employees
Human capital strongly related to organizational performance
Social Capital
Social resources that individuals obtain from participation in a social structure
Interpersonal relationships, social ties, network of relationships with others who can assist in careers
Internal: relationships developed in one’s own organization
External: relationships developed with external constituents outside of one’s organization
Positively related to performance
Resource Theory
The more rare a resource the more valuable it is
Less easily a resource is copied, the more valuable it is (people can’t be copied because they have history, make decisions, socially complex resources)
People are valuable resources
Treating people as if they are rare increases good OB behaviours
Goal of OB
Effectively predicting, explaining, and managing behaviour that occurs in organization
Creating meaningful work
Management
Art of getting things accomplished in organizations through others
Classical Viewpoint
A very high degree of specialization of labour and a very high degree of coordination
Each department tended its own affairs
Centralized decision making from upper management providing coordination
To maintain control, have few workers (except for low level jobs)
Scientific Management
Fredrick Taylor - part of classical school
Concerned with job design and structure of work on shop floor
Advocate for careful research to determine optimum degree of specialization and standardization
Support written instructions for work procedures
Encouraged standardizing movements and breaks
Bureaucracy
Max Weber
Rationally managing complex organizations
Strict chain of command in which each member reports to a single superior
Criteria for selection and promotion based on impersonal technical skills rather than nepotism or favouritism
Set of detailed rules, regulations, and procedures ensuring that the job gets done regardless of who the specific worker is
Use of strict specialization to match duties with technical competence
Centralization of power at the top of the organization
Conformity of workers leads to fair chance of being promoted and rising in power structures
Hawthorne Studies
1920-1930
Concerned with the impact of fatigue, rest pauses, and lighting on productivity
Resistance to management through strong informal group mechanisms (e.g. norms that limited productivity to less than what management wanted)
Called attention to dysfunctional aspects of classical management and bureaucracy
Advocated for more people-oriented styles of management to cater to social and psychological needs of employees
Bureaucracy Criticism
Strict specialization incompatible with need for growth/achievement (lead to employee alienation from organization/clients)
Strong centralization/reliance on formal authority fails to take advantage of creativity and knowledge of lower level members who are often closer to the customer
Strict, impersonal rules leads members to adopt min acceptable level of performance
Strong specialization causes employees to lose sight of overall goal of the organization
Contingency Approach
Contemporary management
Management needs to be tailored to fit the situation
Contingency approach: recognizes that there is no one best way to manage; an appropriate style depends on the demands of the situation (leadership style effectiveness depends on situation)
Henry Mintzberg
Studied behaviour of managers
Informational roles
Interpersonal roles
Decisional roles
Informational Role Types
Monitor role: managers scan internal and external environments of the firm to follow current performance and keep informed of new ideas/trends (attending conference)
Disseminator role: managers send information on both facts and preferences to others (summarize what learned at conference in email to employees)
Spokesperson role: sending messages into the organization’s external environment (drafting annual report, interview with press)
Interpersonal Roles Types
Figurehead role: managers serve as symbols of their organization rather than active decision makers (speech to trade group, entertaining clients)
Leadership role: managers select, mentor, reward, and discipline employees
Liaison role: managers maintain horizontal contacts inside and outside the organization (discuss project with colleague in other department)
Decisional Roles Types
Entrepreneur role: managers turn problems and opportunities into plans for improved changes (suggesting new product or service to please clients)
Disturbance handler role: managers deal with problems stemming from employee conflicts and address threats to resources and turf
Resource allocation role: managers decide how to deploy time, money, personnel, and other critical resources
Negotiator role: managers conduct major negotiations with other organizations or individuals
Informational Role
Ways managers receive and transmit information
Interpersonal Role
Expected behaviours that have to do with establishing and maintaining interpersonal relations
Decisional Role
Deals with decision making
Four Managerial Activities
Routine communication: formal sending and receiving of information (as in meetings) and handling paperwork
Traditional management: planning, decision making, and controlling are the primary types of traditional management
Networking: interacting with people outside of the organization and informal socializing and politicking with insiders
Human resource management: motivating and reinforcing, disciplining and punishing, managing conflict, staffing, and training and developing employees
