BOS Notes 2 PDF

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BOS Notes 2 September 4 2019 SAS. Mcmaster.ca (for volunteering) -

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Organizations are social invention (how)for accomplishing common goals (what, why) through group efforts (how) ** EXAM ** The most important question is why do we want to these tasks Organization: values, how organizations can adapt to change o How to get people to work together Thermostat analogy: where you are and where you want to go

Formula is s + t =r where situation plus thinking = reaction ( outcome) Micro: Organization: Individuals work in pursuit of goals Mezo: Organizational Interacting teams, groups and departments o Cluster Macro: Organizations are open systems ( exterior factors uncontrollable) OB definition: the attitude and behaviour of individuals and groups in organizations o Goal: Attempt to understand, predict, explain and manage how people behave at work.

Notes part 3: September 6 2019 -

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HR- Management o Bundle One 1  The evolution of OB  Classical Traditional Views  Early 1900’s  Max Welber  Bureaucracy  Strict Chain of command o Scientific Management o Fredrick Taylor  Research to create specializations  Work design  Improve employee behavior Both Fredrick and Max are non humanistic

The evolution of OB ( cont’d) 2 -

Hawthorne Studies: research conducted at the Hawthorne plant of how social processes affect productivity Advocated management styles that are more participated and orientated towards employee Needs ( Elton Mayo )

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Abraham Maslow: Maslow’s Hierarchy of needs o Basic Needs of Physiological needs o Safety and security o Affiliation o Esteem o Self actualization  Workplace productivity McGregor’s theory x and theory Y

Theory Y: -

The concept of theory x was people who dislike work, have little ambition, and are unwilling to take responsibility (authoritarian) The concept of theory is when people are willing to contribute to the betterment of the collective and not themselves. ( participative)

The evolution of OB ( cont’d) 3 -

Beyond human relations Participative management Workplace democracy Fostering autonomy Employees contributing to productivity

Where are we today? 4 -

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The contingency/ systems approach o No one best way to manage o Management style depends on the demands of the situation Ambiguity where the future is constantly uncertain filled with disruptions

September 6 2019 What do managers do? Managerial roles according to mintzberg Information roles -

Monitoring Disseminator Spokesperson

Interpersonal Roles

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Figurehead is a symbol of the organization Leader Liaison

Decision Roles -

Entrepreneurship Disturbance handler Resource allocator Negotiator ( page 14)

What do managers do? -

Managerial Activities according to Luthans Routine communication Traditional Management Networking Human Resource Management

How managers think: Simon & Isenberg -

Situational sensing Rapid mental processing/ analyses Synthesizing: a combination of dependent things into a coherent group Analysis Intuition is

Managerial Agendas according to Kotter -

Agenda setting Networking Agenda implementation

Trends Managers are facing today ( common consulting) -

Diversity management Employee health & well being ( positive ob, workplace spirituality) Talent management & employee engagement o Using the right skills and recruiting the right people Focus on corporate social responsibility

Then vs Now Job Security - Lifetime job security - Jobs are permanent - Company manages career

Employability - Limited job security - Jobs are temporary - Career self- management

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Low emphasis on skill development

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High emphasis on skill development...