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...a field of study that investigates the impact that individuals, groups and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organizations effectiveness.
Behavioural science
Contribution Learning Motivation Perception Training Leadership effectiveness Job satisfaction Individual decision making Performance appraisal Attitude measurement Employee selection Work design Work stress
Unit of analysis
Output
Whats OB made of
Psychology Individual Group dynamics Work teams Communication Power Conflict Intergroup behaviour Formal organization theory Organizational technology Organizational change Organizational culture Behavioural change Attitude change Communication Group processes Group decision making Comparative values Comparative attitudes Cross-cultural analysis Anthropology Organizational culture Organizational environment Conflict Intraorganizational politics Power Organization system Study of Organizational Behaviour
Sociology
Group
Social Psychology
Political Science
Challenges organizations
Organizational Level Productivity Developing Effective Employees Global Competition Managing in the Global Village
faced
by
3 Parameters of Structure:
Structure is the degree of complexity, formalization and centralization in the organization. Complexity is the degree of vertical, horizontal and spatial differentiation in an organization Formalization is the degree to which jobs within the organization are standardized. Centralization is the degree to which
Power control
An organization structure is the result of power struggle by internal constituencies who are seeking to further their interests
Departmentation by Product
Departmentalization by Product
by
Departmentation by Process
Departmentalization by Process
Departmentalization by Process
Flexibility
Internal Focus
External Focus
Control
Flexibility-Control Dimension
Flexible and dynamic, allowing more teamwork and participation; seeking new opportunities for products and services or Controlling or stable, maintaining the status quo and exhibiting less change
Mintzberg`s Configurations
Five
Design
The Operating Core: Employees who perform the basic work related to the production of products and services The Strategic Apex: Top level managers who are charged with the overall responsibility of the organization The Middle Level: Managers who connect the operating core to the strategic apex The Techno-Structure: Analysts who have the responsibility for effecting certain forms of standardization in the organization
Example Posts
Strategic Apex
Board of Directors, Chief Executive Officer
Techno Structure
Strategic Planning, Personnel Training, Operations Research, Systems Analysis and Design
Support Staff
Legal Counsel, Public Relations, Payroll, Mailroom Clerks, Cafeteria Workers
Middle Line
VP Operations, VP Marketing, Plant Managers Sales Managers
Operating Core
Purchasing Agents, Machine Operators, Assemblers, Sales Persons, Shippers
The Bureaucracy
Professional
The Adhocracy
A structure characterized as low in complexity, formalization
02. Interpersonal, decisional and informational managerial roles were identified by whom:
a. b. c. d. Hawthorn Hertzberg Mintzberg Wheatley
03. The roots of organizational behavior come from research results from:
a. b. c. d. e. Sociology and Psychology Engineering Anthropology All of the above a) and c)
c. d.
d.
formal
organization
Beliefs, assumptions, values and unspoken norms of behavior Technology, structure and other visible parts of the organization Both the overt and covert aspects of the organization The open systems interactions
informal
organization
Beliefs, assumptions, values and unspoken norms of behavior Technology, structure and other visible parts of the organization Both the overt and covert aspects of the organization The open systems interactions
10. A system of control and performance monitoring of top management is: a. Behavior science b. Formal organization structure c. Informal organization structure d. Corporate governance
11. A word that implies that the world is free from national boundaries and is really a borderless world is: a. b. c. d. Internationalism Globalization Transnationalism Multinationalism
d.
TEST 2
of
the
New
Rapid and unexpected change Increasing diversity Change in managerial behaviour Adoption to computer technology
The Structure
Mechanistic
High horizontal differentiation Rigid hierarchical relationships Fixed duties High formalization Formalized communication channels Centralized decision authority
Moderate High vertical Structural Low vertical differentiation characteristi differentiation vertical Low horizontal differentiation Low cs differentiation Low formalization High horizontal horizontal differentiation differentiation Low High formalization formalization
Technology
Task variability Few Exceptions Well-defined Problem Analyzability Ill-defined Craft Routine 1 3 2 4 Non routine Many Exceptions Engineering
Technology
Input A B C D Output A. Long-linked Technology
Transformational Process
Client A
Client B
B. Mediating Technology
Resources A B C D
Transformational Process
Output
Feedback
C. Intensive Technology