SUMMARY ORGANIZATIONAL BEHAVOUR
5 management functions:
Planning- looking to the future trying to calculate and predict future circumstances such as
demand, competitors etc. and acting so as to be able responding to this
Organizing- building up the necessary structures, resources, and people to best meet the
needs and goals of the organization
Coordinating- bringing together the structure, humans and resource elements of the
organization to act in harmony and towards the goals of the organization.
Commanding- giving orders and directions to people within the organization to maintain
activity towards achieving the goals.
Controlling-checking and inspecting work, monitoring and surveillance of work done rather
than direct command.
Aspects of bureaucracy
Bureaucracy refers to the formal structures and procedures that facilitate the management
of an organization bureaucracy derives from the French word bureau, meaning office and
refers to what we might call the official or formal side of the organization.
Hierarchy, or structure of offices, develops with each level reporting to the level above and
commanding to the level below. Management is thus delegated from one level to another
rather than one manager at the top is trying to control the whole organization.
Rules procedures and policies are instructions. Usually written down which govern activity
across an organization. All officials must accordance with the rules that relate to the office
they hold.
Paperwork such as forms, records and timetables are used within a bureaucratic
organization and present and collate information about its people and processes in a
manner that can accessed and handled quickly and efficiently.
Delegate- to pass a job, task or order to someone else in a lower level of a hierarchy
Organizational structure- the roles and positions in an organization, often organized
horizontally and vertically in the form of an organization chart diagram
Vertical differentiation- the process whereby a hierarchy creates a number of different
layers of management within an organization
,Horizontal/functional differentiation- the process whereby different parts of the hierarchy
are grouped according to criteria such as the function performed the geographical area
served, or the product or service provided.
Official- a person who fills in a particular role in an organization. When working in that role
that person is working in official capacity.
Job description- a document which outlines the formal duties and activities that the holder
of a particular office will be expected to perform and their place within the overall
organizational structure.
Rules, policies and procedures- formal instructions that govern how particular activities in
an organization are to be performed.
Examples rules, policies and procedures
Grievance- policies which ouline how workers themselves may pursue grievances, areas in
which they are unhappy with how they are being managed.
Finance- procedures relating to expense claims, outlining what workers might legitimately
cleam (car mileage or transport costs) and a standard allowance for these.
Equal opportunities- policies that ensure quality of treatment on grounds such as gender,
race or age
Appraisal and promotion- procedures for monitoring the standard of work that employees
do, often done in a standardized appraisal procedure on an annual basis. Such a procedure
can than feed into decisions on promotion or pay increases.
Recruitment and selection – policies may cover aspects such as where a job is advertised,
criteria for selecting candidates and types of evidence required to demonstrate that
candidates meet different selection criteria.
Discretion- the ability of an individual to act according to their own independent judgement,
rather than being told exactly what to do.
Paperwork- official documentation and record keeping within an organization.
Pro-forma- a type of paperwork, sometimes called a form. It is a blank template with
standard fields for different types of relevant information which is filled in as a means of
capturing information for the records of an organization.
, Chapter 3
Sciensific management, Taylorism- the techniques by Frederick taylor whereby work is
broken down into small tasks which are then measured precisely and designed to be
performed in the most efficient way possible
Fordism- rational work design, pioneered by henry ford, where work is designed for
maximum efficiency; the worker remains stationary in front of a moving assembly line and
repeats the same task
Efficiency- getting more output from the same amount of resource input, e.g. time, money,
labour
Deskilling- from the work of Braverman (1974), this is the loss of craft skills and expert
knowledge xperienced by workers when their jobs are simplified to fit in with rational work
design
Alienation- from the work of Marx (1874/1981), this is a number of ways in which rational
work design impacts workers negatively, isolating them from their skills, the final product
and their co-workers
Cost- the amount in wages and materials that it costs to produce a good or provide a service
Rational work design- the design of work tasks to achieve maximum efficiency + reduce
costs
Labour process- how work is designed and controlled by the management
Division of labour (arbeid): breaking down a job into more simple individual tasks
Taylorism- the work process designed by TAYLOR, associated with the division of labour into
small tasks. These tasks are dedigned to performed as efficiently as possible-
TAYLOR:
PIONEER OF RATIONAL WORK DESIGN/ SCIENTIFIC MANAGEMENT
DESIGNING ORGANIZATIONS LIKE MACHINES
DESIGNED EFFICIENT WORK/ MANY OF HIS OBSESSION WERE OVER CONTROLLING
WORKERS
5 management functions:
Planning- looking to the future trying to calculate and predict future circumstances such as
demand, competitors etc. and acting so as to be able responding to this
Organizing- building up the necessary structures, resources, and people to best meet the
needs and goals of the organization
Coordinating- bringing together the structure, humans and resource elements of the
organization to act in harmony and towards the goals of the organization.
Commanding- giving orders and directions to people within the organization to maintain
activity towards achieving the goals.
Controlling-checking and inspecting work, monitoring and surveillance of work done rather
than direct command.
Aspects of bureaucracy
Bureaucracy refers to the formal structures and procedures that facilitate the management
of an organization bureaucracy derives from the French word bureau, meaning office and
refers to what we might call the official or formal side of the organization.
Hierarchy, or structure of offices, develops with each level reporting to the level above and
commanding to the level below. Management is thus delegated from one level to another
rather than one manager at the top is trying to control the whole organization.
Rules procedures and policies are instructions. Usually written down which govern activity
across an organization. All officials must accordance with the rules that relate to the office
they hold.
Paperwork such as forms, records and timetables are used within a bureaucratic
organization and present and collate information about its people and processes in a
manner that can accessed and handled quickly and efficiently.
Delegate- to pass a job, task or order to someone else in a lower level of a hierarchy
Organizational structure- the roles and positions in an organization, often organized
horizontally and vertically in the form of an organization chart diagram
Vertical differentiation- the process whereby a hierarchy creates a number of different
layers of management within an organization
,Horizontal/functional differentiation- the process whereby different parts of the hierarchy
are grouped according to criteria such as the function performed the geographical area
served, or the product or service provided.
Official- a person who fills in a particular role in an organization. When working in that role
that person is working in official capacity.
Job description- a document which outlines the formal duties and activities that the holder
of a particular office will be expected to perform and their place within the overall
organizational structure.
Rules, policies and procedures- formal instructions that govern how particular activities in
an organization are to be performed.
Examples rules, policies and procedures
Grievance- policies which ouline how workers themselves may pursue grievances, areas in
which they are unhappy with how they are being managed.
Finance- procedures relating to expense claims, outlining what workers might legitimately
cleam (car mileage or transport costs) and a standard allowance for these.
Equal opportunities- policies that ensure quality of treatment on grounds such as gender,
race or age
Appraisal and promotion- procedures for monitoring the standard of work that employees
do, often done in a standardized appraisal procedure on an annual basis. Such a procedure
can than feed into decisions on promotion or pay increases.
Recruitment and selection – policies may cover aspects such as where a job is advertised,
criteria for selecting candidates and types of evidence required to demonstrate that
candidates meet different selection criteria.
Discretion- the ability of an individual to act according to their own independent judgement,
rather than being told exactly what to do.
Paperwork- official documentation and record keeping within an organization.
Pro-forma- a type of paperwork, sometimes called a form. It is a blank template with
standard fields for different types of relevant information which is filled in as a means of
capturing information for the records of an organization.
, Chapter 3
Sciensific management, Taylorism- the techniques by Frederick taylor whereby work is
broken down into small tasks which are then measured precisely and designed to be
performed in the most efficient way possible
Fordism- rational work design, pioneered by henry ford, where work is designed for
maximum efficiency; the worker remains stationary in front of a moving assembly line and
repeats the same task
Efficiency- getting more output from the same amount of resource input, e.g. time, money,
labour
Deskilling- from the work of Braverman (1974), this is the loss of craft skills and expert
knowledge xperienced by workers when their jobs are simplified to fit in with rational work
design
Alienation- from the work of Marx (1874/1981), this is a number of ways in which rational
work design impacts workers negatively, isolating them from their skills, the final product
and their co-workers
Cost- the amount in wages and materials that it costs to produce a good or provide a service
Rational work design- the design of work tasks to achieve maximum efficiency + reduce
costs
Labour process- how work is designed and controlled by the management
Division of labour (arbeid): breaking down a job into more simple individual tasks
Taylorism- the work process designed by TAYLOR, associated with the division of labour into
small tasks. These tasks are dedigned to performed as efficiently as possible-
TAYLOR:
PIONEER OF RATIONAL WORK DESIGN/ SCIENTIFIC MANAGEMENT
DESIGNING ORGANIZATIONS LIKE MACHINES
DESIGNED EFFICIENT WORK/ MANY OF HIS OBSESSION WERE OVER CONTROLLING
WORKERS
