OB%20BOXES%201 - WHAT YOU WILL LEARN Welcome to...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
WHAT YOU WILL LEARN Welcome to Organizational Behavior. In this course you will learn many theories/concepts, etc. which you will generalize to your work experience, as well as to your personal lives. Advice: Read before coming to class. Stay focused during the class. Study well in advance of the exams + you will succeed. Learn and enjoy! Dr. Zina Suissa LECTURE 1: O.B. & MANAGEMENT 1 Organization (org.): social invention to accomplish common goals through group effort O.B: individuals + groups in an organization Why study O.B? help managers – . to understand/cope with behav. problems . with knowledge/technology to promote pos. + productive work behavior (morale…) . to u/stand org. (system of interdependent parts) . with their role/function in managerial process 3 ELEMENTS OF ORGANIZATION 2 . Social Invention – coordinate people . Goal Achievement Official goals – general/abstract statements of what org wishes to accomplish Operative goals – specific statements to provide guidelines for org activities achieve official goals Employee goals – motivated, reliable, flexible… . Group Effort – indiv must be coordinated to achieve goals (through group effort, teamwork) GOALS OF O.B. 3 Predict - conditions under which people will: be productive, make good decisions, be happy Explain – why events + behav occur so people will be more productive, satisfied, less prone to resign Control (manage) behav – affect/influence behav; institute action – rewards, supervision, design jobs HISTORY OF O.B. 4 SCIENTIFIC MGMT PERIOD (Economic Man) Frederick Taylor (1900-1927) Focus : relationship between behavior + production Motivation – economic: work hard/rec rewards Achieve max efficiency standardize procedures T’s initial work led to Time + Motion study . analyze efficient ways to accomplish tasks . pay workers on what they produce . piecework – encourages productivity (but competition) limited job satisf. Strict specialization – incompatible w. human needs (growth, achievement, creativity) Manager’s task – supervise/control subord. - establish/enforce work routines HUMAN RELATIONS MOVEMENT 5 Hawthorne Studies (1920-1945) Elton Mayo (Harvard) Illumination studies - studies: work behavior (lighting + productivity) - psychological/social processes affect productivity Results: understand interpersonal/group relations Motivation – social + psychological needs; people want to be recognized as indiv… as important as money
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
CONTINGENCY MODEL (1945 - ) 6 Management style depends (contingent on) abilities (employees) + situation ex. increased pay leads to increased performance? Depends on – who is getting increase, reason… Effective leadership style contingent on abilities of followers/consequences of pay increases No one best way to manage Concern for people + productivity Recognize individual as – self-motivated, creative, own needs…. ATTRIBUTES OF GOOD MANAGER
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 08/06/2009 for the course MGCR MGCR-222 taught by Professor Suissa during the Winter '09 term at McGill.

Page1 / 16

OB%20BOXES%201 - WHAT YOU WILL LEARN Welcome to...

This preview shows document pages 1 - 3. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online