MANA6332.NOTES.Part%201.Spring.2010

MANA6332.NOTES.Part%201.Spring.2010 - MANA 6332...

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Unformatted text preview: MANA 6332 Organizational Behavior and Management Class Notes Department of Management Spring Semester, 2009 Instructor: Dale Rude 1 TABLE OF CONTENTS Setting the Stage: Introductory Problems 4 Blooms Taxonomy of Learning 6 Blooms Taxonomy of Leaning Problems 8 Rationalist vs. Behavioralist Paradigms 10 Rationalist vs. Behavioralist Paradigm Problems 16 The Global and National Competitive Contexts 19 Power 22 Power Problems 25 Teams 27 Teams Problems 33 Communication: Feedback Techniques 35 Communication Problems 36 Decision Making 37 Decision Making Problems 43 Change 44 Organizational Theory Organizational Theory Problems Personality Theory Personality Theory Problems Culture Perception 2 Perception Problems Attribution Theory Attribution Theory Problems Operant Learning Theory Operant Learning Theory Problems Expectancy Theory Expectancy Theory Problems Job Design Job Design Problems Equity Theory Equity Theory Problems Goal Setting Theory Goal Setting Theory Problems Leadership Leadership Problems 3 Setting the Stage: Introductory Problems 1. A major purpose of this course is to enable you to "manipulate" your work environment and the people within it more effectively. Is it ethical to "manipulate" your work environment and the people within it? 2. The following quote is from Managing by Harold Geneen (former CEO of ITT). Theory G: You cannot run a business, or anything else, on a theory. Theories are like those paper hoops I remember from the circuses of my childhood. They seemed so solid until the clown crashed through them. Then you realized that they were paper-thin and that there was little left after the event; the illusion was gone. In more than fifty years in the business world, I must have read hundreds of books and thousands of magazine articles and academic papers on how to manage a successful business. When I was young, I used to absorb and believe those theories and formulas propounded by professors and consultants. Their reasoning was always solid and logical, the grains of wisdom true and indisputable, the conclusions inevitable. But when I reached a position in the corporate hierarchy where I had to make decisions which governed others, I found that none of these theories really worked as advertised. Fragments here and there were helpful, but not one of those books or theories ever reduced the operation of a business, or even part of one business, to a single formula or an interlocking set of formulas that I could use. Assess the validity of the following statements: In the MBA curriculum (and most graduate curricula), the argument can be made that students invest huge amounts of money, time, and effort to learn theories. Geneen observes that theories are worthless. Thus, education is a scam. Students are wasting their time, effort, and money....
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MANA6332.NOTES.Part%201.Spring.2010 - MANA 6332...

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