MGOC10H3 Lecture Notes - Lecture 6: Organizational Culture, Behavioural Sciences, Human Resource Management
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Jeffre(cid:455) pfeffer"s pra(cid:272)ti(cid:272)es of (cid:272)o(cid:373)pa(cid:374)ies that are effe(cid:272)ti(cid:448)e through their (cid:373)a(cid:374)age(cid:373)e(cid:374)t of people: Job redesign: training and skill development etc, there"s i(cid:374)(cid:272)reasi(cid:374)g e(cid:448)ide(cid:374)(cid:272)e that (cid:373)a(cid:374)age(cid:373)e(cid:374)t pra(cid:272)ti(cid:272)es a(cid:374)d orga(cid:374)izatio(cid:374)al (cid:271)eha(cid:448)iour not only influence employee attitudes and. Explaining organizational behaviour: prediction and explanation are not synonymous, determining why people are more or less motivated, satisfied, or prone to resign. Managing organizational behaviour: management: the art of getting things accomplished in organizations through others. Managers acquire, allocate and utilize physical and human resources to accomplish goals. If behaviour can be predicted and explained, it can often be controlled or managed: the point is not to overanalyze a problem but to approach it with a systematic understanding of behavioural science. If prediction and explanation constitute analysis, then management constitutes action. Interpersonal roles: expected behaviours that have to do with establishing and maintaining interpersonal relations: figurehead role: managers serve as symbols of their organization rather than active decision makers.
