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MGT 291 Ch. 1 Notes - 15:18:00 I o JobSecurity( o...

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MGT 291 Chapter 1 Book Notes 26/08/2010 15:18:00 I. How Important People Are Seven people centered practices in successful companies are: o Job Security (to eliminate fear of layoffs) o Careful Hiring o Power to the people (via decentralization and self-managed teams) o Generous pay for performance o Lots of training o Less emphasis on status (build a “we” feeling) o Trust building (through sharing of critical information) These 7 are a packaged deal, need a coordinated-systematic manner II. Managers Get Results with and through Others Management=  The process of working with and through others to achieve  organizational objectives in an efficient and ethical manner Having employees doing a great job of carrying out their strategy is the key to  success. Wilson’s Management Skills: o Dealing effectively with people is what management is all about o Managers with high skills mastery tend to have better subunit  performance and employee morale than managers with low skills  mastery o Effective managers don’t have significantly different skill profiles III The Field of Organizational Behavior: Past and Present Organizational Behavior=  An interdisciplinary field dedicated to better  understanding and managing people at work
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o Individual, group, and organizational o OB is a horizontal discipline that cuts across virtually every job  category, business function, and professional specialty. The Human Relations Movement o 1930’s companies had a hard time dealing with employees due to  unions. They needed to figure out a solution o The Hawthorne Legacy Money, fear of unemployment during the GD, managerial  discipline, and high quality raw materials turned out to be  responsible for high output for these experiments. o The Writing of Mayo and Follett They saw employees as complex bundles of attitudes, beliefs,  and needs. Motivate instead of discipline. Pull rather than push. o McGregor’s Theory Y Theory Y is a modern and positive set of assumptions about  people. Thought people could accomplish more by viewing them  as self-energized, committed, responsible, and creative beings.  Theory worked!  The employees wanted collaboration, commitment, and  creativity research for productivity and health. Actual conditions were procedures, policies, and practices that  prevented or punished expressions of competence=  unproductive!
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