MGHB02H3 Chapter Notes - Chapter 1: Human Relations Movement, Organizational Behavior, Hawthorne Effect
Document Summary
Strict specialization is incompatible with human needs for growth and achievement. Strong centralization and reliance on formal authority often fail to take advantage of the creative ideas and knowledge of lower-level members. Strict impersonal rules lead members to adopt the minimum acceptable level of performance that the rules specify. Strong specialization causes employees to lose sight of the overall goals of the organization: contemporary management -- the contingency approach. Figurehead role: serve as symbols of their organization rather than active decision makers. Leadership role: managers select, mentor, reward, and discipline employees. Liaison role: managers maintain horizontal contacts inside and outside the organization. Monitor: scan the internal and external environments of the firm to follow current performance and to keep themselves informed of new ideas and trends. Disseminator: managers send information on both facts and preferences to others. Spokesperson: sending messages into the organization"s external environment: decisional roles: Entrepreneur: turn problems and opportunities into plans for improved changes.