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Chap 1 - Coggle Diagram

- - - - An individual’s identity is strongly associated with his or her group. They should be considered less as individuals and more as members of the group.
        
        ■ An individual’s affiliation and sense of belonging to the group can be more important to him or her than monetary rewards and other working conditions.
        
        ■ Groups can be formal (set up by the organisation) or informal (chance social groupings). Both can exercise a strong influ- ence over the behaviour of individuals at work.
        
        ■ Managers and supervisors would do well to take this group behaviour into account when seeking to extract the maximum amount of work from their subordinates.
- - - - people and social group, technology, organsiational strucutre, external environment
      - social groups and technology
- - - - contain people
        
        have hierarchy of authority
        
        have collective goal
    - - people in it plays a role
        
        task are given according to their expertise
        
        clearly defined border or an organisation
- - - - ex: carrying logs
    - - ex: different roles on a boat
- - - - 14 principles
      - 6 activities
        
        technical
        
        commercial
        
        financial
        
        security
        
        accounting
        
        managerial and administrative activities
      - General tenets of management
        
        specialisation promotes efficiency,
        ■ low employee turnover promotes efficiency,
        ■ good morale increases productivity,
        ■ employees should be treated equitably,
        ■ unified goals 􏰀 co-ordinated efforts,
        ■ authority carries responsibility.
    - - for a given work output, more input can be gained when work is organised using measurement, feedback and refinement.
        
        Fredrick Winslow Taylor
        
        uses timer to motivate workers to work harder, better and faster and earn more. vice versa.
        
        Principles
        
        development of optimum organisation structure via time and motion study and ergonomic design;
        
        ■ development of scientific methods to replace the old ‘rule of thumb’ practices;
        
        ■ scientific selection and training of employees;
        
        ■ motivation by money.
        
        criticism
        
        t ignores the psychological needs of workers,
        
        ■ the subjective side of work is neglected,
        
        ■ there is an assumption that money is the only motivator,
        
        ■ adopting a simplistic view of productivity,
        
        ■ group processes are ignored,
        
        ■ collective bargaining and trade unions do not have a role.
        
        Robert Owen's work
        
        recognise that fatigue and the working environment could have adverse affects on workers’ productivity. By raising the living standards of his workers, via housing, medical care and schooling for children, he was able to attract and retain better employees than his competitors.
    - - 3 types of authority people obey
        
        Traidtional
        
        charismatic
        
        rational-legal authority
        
        termed bureaucracy
        
        characterisitics
        
        base on expertise
        
        base on discipline