Chapter 3

Decision-making process

Simon's concept that organizational behavior is a complex network of decisions, with decision-making processes influencing the behavior of the entire organization

Time and motion

Technique for determining the efficiency of production through work observation and time measurements; used to develop work standards that can be measured for efficiency

Organizational identification

Active organizational attempts to have various stakeholders positively view the identity or image of the organization; process where individuals define themselves in terms of original self definitions or reject identification with specific organizations.

Contingency theory

Approach that rejects the one best way to organize in favor of the view that no specific set of prescriptions is appropriate for all organizations. As such an organization must adapt to changing circumstances and the needs of individuals and the environment in which the organization operates.

Bounded rationality

Assumption that people intend to be rational, but with limited information-processing capacity, human decision making is based on selective perception and therefore exhibits "limited" rationality

System Theory

Describe organizations as made up of subsystems that take in materials and human resources, process materials and resources and yield a finished product to the larger environment.

Participative management

Liker's theory of employee-centred management based on effectively functioning groups linked together structurally throughout the organization

Theory x and theory y

Mcgregor's description of management assumptions about workers. Theory X characterizes assumptions underlying scientific management theory, and Theory Y is associated with assumptions common to human behavior perspectives. Theory X managers assume that workers dislike work and will avoid responsible labor. Theory Y managers believe that workers can be self-directed and self controlled.

Bureaucracy

Organizations based on formalized rules, regulations, and procedures, which make authority rational as opposed to charismatic or traditional

Learning organizations

Organizations gaining knowledge from continuous process of information exchange between the organization and its environments

Autopoiesis

Process describing each element In a system simultaneously combining the maintenance of itself with the maintenance of the other elements of the system.

Scientific management perspective

Theoretical approach to oraganizations that emphasizes organizational design, worker training for efficiency, chains of command, and division of labor. the perspective rests on the assumptions that work and organisations can be rationally or scientifically designed and developed.

Sociotechnical integration

Theoretical attempt to balance human social-psychological needs with organizational goals; an assumption that organizational production is optimized through optimizing social and technical systems

Human behaviour perspective

Theories of organization that emphasize the interactions of individuals, their motivations and their indulgence on organizational events

Integrated perspectives

Theories that attempt to explain how people technology and environments integrate to influence goal- directed behaviour

Feminist perspective

Theories that critique the gendered assumptions of modern organizations and call for the recognition and valuing of multiple voices and perspectives

Postmodern and critical perspectives

Theories that focus on power and domination and on challenges to hierarchy, bureaucracy, and management control.

Chain of command

Formal authority and reporting structure off an organization

Hawthorn effect

Group norms that influence productivity apart from the physical production environment

Fayol's bridge

Horizontal communication between peers