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| A statement of an organization's fundamental purpose. What is the organization about? |
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| should revolve around the goals and the objectives |
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| collection of people who work together and whose actions are coordinated to achieve goals for an outcome/result. The result of what one organizes becomes the organization |
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| Organizations Structure aka the Table of Organization |
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| a formal (in writing) system of tasks and reporting relationships (chain of command/hierarchy) It does not revolve around people byt tasks and positions; therefore, it has stability; it should be revised as infrequently as possible |
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| how the organization really operates because of the people and thei personalities. Becuase people change (resign, retire, move around, die, etc.), it is dynamic but lacks stability. Important to be cognizant of the various peer groups and peer group leaders which can have a positive or a negative impact upon the organization. |
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are set by top management;
Tactical goals are set up by middle management
Operational or functional goals are set by lower managements
HOWEVER, there must be unity of direction--everyone working towards the strategic goal |
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| Line managers and line employees |
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| Those employees who directly contribute to the goals and objectives of the organization. They are positioned on the TO. Ex. CEO, President, Vice President, Directors, Chief of Operations; VP of Sales; Director of Marketing; Comptroller, Deans, Provost, Etc. |
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| Staff Managers and Staff Employees |
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Those that indirectly contribute to the goals and objectives of the organization. They do not sit on the line but are outside the line. Basically there are three types...
Personal Staff: Secretary, Valet, Chauffeur
Special Staff: Auditors; Lawyers; IT people
General Staff: Executive Assistant, Administrative assistant, Assistant to teh vice president |
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| A standing plan or attitude that specifies the organizations' general repsonse to a designated problem or situation. Corporate policy is set by top management. For e.g "No one will undersell us" |
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| how specific activities are to be carried out |
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| Job Design or Job Description or Job Specs |
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| Determinatino of the position's work-related responsibilities |
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| the overall health and vitality of the economic system in which the organization operates |
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| Strategic partners/allies |
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| A group/organization working together with one or more other groups organizations in a joint venture for a particular purpose. Also referred to as a SYNDICATE |
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| when two or more firms combine to form a new firm |
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| When one firm buys out another firm (if against one firm's will, it is a called a HOSTILE TAKEOVER): the firm taken over may cease to exist and become part of the other company |
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how many employees can be supervised at a given time
depends upon such factors as : Nature of the work to be done; layout of the work area; the quality and caliber of the workers |
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| long vs short or flat/tall |
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considered teh father of the Scientific Movement. His movements did not produce the "mental revolution" he thought it would
Introduced time studies which allowed for mroe accurate scheduling which is very important for an assembly line
Lacked sympathy for the human element and thought employees were lazy in part
believed people were motivated by money
Introduced piece work in order to have people work faster
Believed in functional foremanship
Showered that managemetn was in part a science |
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| Frank and Lillian Gilbreth |
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worked on the best ways to do something with the least amount of motion.
Introduced modern time and motion studies |
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| Noted for the Gantt chart which is a means of scheduling work and can be generated for each worker or for a complex project as a whole |
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| Like the above names was also a management consultant. He appeared before teh ICC in 1912 saying that because the railroads were losing money they did not have to raise fares BUT by cutting expenses the railroads would save $1 million a day by using scientific management. Some examples were: Ideals, reliable, immediate, adequate, and permanent records, dispatching, standardization |
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| Administrative Management |
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Henri Fayol
Lyndall urwick noted for his synthesis and integration of teh works of others
Max Weber
Chester Barnard; was president of the NJ Bell Telephone Co. believed that subordinate weigh the legitimacy of a supervisor's directives and then decide whether to accept them. Any order is accepted if the subordinate understands it and is able to comply with it and views it as appropriate |
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considered the fatehr of administrative management movement.
Some of Fayol's classical principles: Authority should equal or be greater than responsibility; Unity of Command; Unity of direction; Individual's goals and objects; Order; Balance; Centralization; Remuneration fo personnel; Disciple; Satability of staff/tenue; Gangplank menthod of communicating vs. chain of command |
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| Noted for his theory of bureaucracy - the org. structure should revolve around the goals and objectives, when the goals and objectives change or teh technology changes one reviews the structure and make the appropriate changes; written rules and regulations; well definted job description; good control procedures; good record keeping systems; staffing and promotions should be based upon qualifications |
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Placed more emphasis on individuals attitudes and behavior and group behavior.
Hugo Munsterberg a German psychologist is known as the father of industrial psychology. Mary Parker Follett |
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| noted fort he Hawthorne Studies which took place from 1927-1932 near Chicago at Western Electric's plant. Worked on illuminatiion on employees. Understanding of production levels rate busters (overproduced)/ chiselers (underproduced) and accepted level; also peer groups and peer group leaders |
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| People are motivated by a hierarchy of needs not all to do with money ex. Physical, saftey, social, emotional, etc |
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Theory X represented the views of scientific mgt (workers do not like to work and try to avoid it; prefer to be directed in roder to avoid responsibility) Theory Y people do not naturally disliek work and consider it a part of life; workers are motivated; will seek and accept responsibility, people tend to be bright but usually underutilized
ORGANIZATIONAL BEHAVIOR |
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