Organizational Behavior

Traditional Assumptions

• people try to satisfy one class of need at work: economic need

• no conflict exists between individual and organizational objectives

• people act rationally to maximize rewards

• we act individually to satisfy individual needs

Human relations Assumptions

• organizations are social systems, not just technical economic systems

• we are motivated by many needs

• we are not always logical

• we are interdependent; our behavior is often shaped by the social context

• informal work group is a major factor in determining attitudes and performance of individual workers

• management is only one factor affecting behavior; the informal group often has a stronger impact

• job roles are more complex than job descriptions would suggest; people act in many ways not covered by job descriptions

• there is no automatic correlation between individual and organizational needs

• communication channels cover both logical/economic aspects of an organization and feelings of people

• teamwork is essential for cooperation and sound technical decisions

• leadership should be modified to include concepts of human relations

• job satisfaction will lead to higher job productivity

• management requires effective social skills, not just technical skills

SCHOOLS OF HISTORICAL THOUGHT AND THEIR COMPONENTS BY DECADE

Org. theory prior to 1900: Emphasized the division of labor and the importance of machinery to facilitate labor

Scientific management (1910s-)--Described management as a science with employers having specific but different responsibilities; encouraged the scientific selection, training, and development of workers and the equal division of work between workers and management

Classical school (1910s- ) Listed the duties of a manager as planning, organizing, commanding employees, coordinating activities, and controlling performance; basic principles called for specialization of work, unity of command, scalar chain of command, and coordination of activities

Human relations (1920s-)Focused on the importance of the attitudes and feelings of workers; informal roles and norms influenced performance

Group dynamics (1940s) Encouraged