chapter 1 appendix

chapter 1 appendix - 1/24/2012 Cha t One A d' ‘ ' ‘ per...

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PW” ngtdlifi‘yf " ESL 4 {£2 £93 £9 QQCVJWQ/ Zmze Ex: :2 LL 4 Wmihj SmalLVVcl/SMa/LQ/ l 1%- 01+§armml 199% Mia We/ mam, ‘ ~ ‘ V'OUL 0: SOVHQW‘fiX’C’C ',1£0me(61 WC) WPOOS/C 0%” jl/llffl’l l {poll-MAva ‘J’Wlw+0l\nl “3 Waamiwfiofla Covvxmvw'mMOnS. r7 [CUB 1/24/2012 Classical Approaches (cont.) lluman Relations (p. 39)EL@DQL$ D h u) D fill VS , upersonalities -‘Elton Mayo 440%" ’i’, Imethodolo‘gy -— Hawthorne Studies IHawtlwme effect 2 ‘ > .— 4 , _ " i ‘ ’ " U 0 a? { wémq nSocialuMun a we 0 wax/1c. uh - Sawinng Inlahagocfa( , f r Mont/.1 ~ I re(&i+z“i>vsflp§ ' 5 m I” If" kaawfgoi‘wu 4 W4 K n ’WMWMEFEVEE” x fin (1'35? M”? ' (pg/HM, Cat/Valth b/v Leuf/ wfl filUmtlhctfiWJh +FmflbUC+iVl\ft7 s -. Wm .‘I/mf’nqh'mn J/ wpmpt’ucfi‘mi‘lu f‘l’h 19ka 6 VON/P S Classical A proaches (cont.) \ . , ~ 45'“ MW :1 w U " I £ éionalities :fia¥:VWeber " - r ‘ . i. l n ‘ mwwwi 'Mm (WK/«<me m ,t y \ ‘ l Ibureaucracy- model for an efficient, large organization w ‘ - arac stics \\ upersonnel are selected and promoted based on technical \ VL Vi W2, (7 qualifications A ' upositions organized iii a hierarchy of authority / ' b l‘ 1) D717“ ak Idivision of labor with clear definitions of authority and . mpqnsibili . . . . . . 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Ir ' i ’ 67 / P @{5/ Mt in classical erspective Ipersonalities {Englas McGreéoi) ITheotyX - implicit assumptims in classical perspective Wont worker motivation «we 14 + mow». 1, IT hemy Y - explicit assumpticns in organizational behavior perspective about worker motivation uprinciple of integration - organization will satisfy its ./ needs when workers satisfy their needs a w mu wwwvg who»); +0 swish! ‘ tr 02‘)th W13 «simw 14» WW SOME 111014 0% Aim/11 \T mahafims SUM/“WSW 0L €x+€vmxl lmO’thhlm MSSWWVMWNS wami’ +0 1L0 OLU/mwe Orgmmnm'wml film/r win/1c oLcmn dwng WWW); Mich/e5 4 vamp mom (ix-v . ‘3 i1] YL) -Cws mam/is «What/{mall Job for r WAS/‘5 Lin/(7'4 “Sh/€53 W L“ (91a pa (MC Wagu/ WORKERS:_ I Must be coerced, controlled, directed, or I Prefer direction, avoid responsibility, little ambition, want security #CIQSSJMFQPPWOWS mah‘cmot bk 1 Theo XAssum tions I Dislike work —will avoid it I threatened with punishment I WOV WORKERS: control Seek responsibility I Imagination, creativity widely distributed I Intellectual potential only partially utilized [‘44 5/1 (M? W' Theo YAssum tions Do not dislike work I Self direction and self V{ (‘0 m Hm‘wa‘flve lull/3 l‘jhOMd Mi. (,2 *Wszti; 55 I91 {AI 2/) Sb/{Syd flagflécl’ W/‘Uvfi‘ all/ZXp/MnS/L 0%wa S/ysteinsyTheoryjpfifl ( whole Mg 4/» W: In? 1 Contemporary ‘ organizatrons Reciprocal relationship Contemporary A system 15 a setfofirrtgrrelatg parts (subsystems) that“ pproaches (cont.) \« nrecognized importance off organ' arm/environment interface -W.Lm +0 (WM/Q r ‘ 'W 1' “tag-0cm {/e (r W] 8% mil/‘51 Owl/(«LS rpl/Om WV. {4) Approaches (cont. ) 3“" flhdgql (3 [Qt/e. —“ [WILiluIQE/U @151 ,‘ H 33;; 9. Na +€V at vioan a WH‘erl/24/2012 )l/ 0L6 0/) bed" +€x¥€ Wm /W M iflmflomg 1/24/2012 Contemporary Approaches (cont.) ContingeocviPersgective [Bl . 42) 4va A I - adfisébk coui‘ée of action Ldepéridg’, on determinapts l(i.e., ficontjngencjf ‘fae ‘ “ejects idea/Sof‘oife beétfiévay ‘ ' hfiuSt wqtmgefioy faetp 4 _ shot a mafier'ofl)‘?ijfi oh, am’t working, so‘what do ~ we do now?” « mm” 01E ficMflm‘Wm/HMLWO M— onflhm evgJSw/«menw \ - « ‘ ./ 3 VSaLoymarf'i L ma m WWL /SL1$JVW5 W aflmow man‘am'a/ W) bDOL ho'f (vagd (VI (\OflqLéi/w (WON/v; Appnpctokzj ”WPWSWS o, , 1; ~ ‘ dQct'stg ULgf/Ogjmggamlfiafie (WflyahQ/Vmgoy mafia/57W ’ »— IIOMI ' ‘ K . p ‘1/‘7 (Ll/1M], {/hétl/(dfiylj HOW/I dilly“li d’:,7lllp/a VIM/w} “5UV03LMW+OYJ©01 ...
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chapter 1 appendix - 1/24/2012 Cha t One A d' ‘ ' ‘ per...

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