Management And Organizational Behavior

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Management and Organizational Behavior

Table of Content




Assumption and Limitations4


Discussion and Analyses5


Aligning with the organization8

Key steps in the process of organizational design10

Setting the mission, vision and principles10

Designing management processes11

Transactional processes12

Strategic processes12


Main function of human resource15

Recruitment and retention15

Finalizing organizational design16


Management and Organizational Behaviour



Management trends come and go. They are good or bad depending on many variables: industry, company culture, education level of workers; existing treaties and laws, etc. In general, however, they are good or bad depending on how they are applied. We were all touched in one form or another, by cutting, reorganization, restructuring, abolition, and so on. This is the basic aim of the study to acquire the working knowledge of the basic business management mechanism.


The reorganization is a reliable tool for business management, but if used improperly it can cause more harm than good. Reduction, when done correctly, is called downsizing. The new buzzword is bright sizing. Although it provides more opportunities for comic relief, courtesy of Dilbert, is not a joke. Bright sizing is quite dangerous, and you need to protect your organization from it. This happens when a company dismisses those workers with less seniority, but his young employees, who are often the best prepared and educated. By the end of this report one must be able to derive a generous view about the business management affairs.

Assumption and Limitations

Sometimes bright sizing is blamed on union contracts that are performance, seniority-based hiring / firing practices. Many companies have a policy statement in their directories of staff, who argue that the dismissal decision "among equally qualified applicants preference will be given to the employee with the greatest seniority.


Human relations and human factors approaches have been absorbed into the broader behavioural science movement in the 1950 and 1960(Sheldrake 2003). For example, Maslow's hierarchy of needs provided an individual focus on the reasons why people work. He claimed that people who are satisfied ascending number of needs from survival, through security to eventual self-actualization. (Batt & Doellgast, 2005)

The classical theory has been made in the 1950 and 1960 as part of human relationships. By 1970 the majority of managers participating in formal management training to be aware: Theory X and Theory Y; of Maslow and Herzberg's theories of motivation, and did not know where they should be in terms of managerial grid (Blake and Mouton, 1964). These theorists advocated the participation of "soft" approach to management. However, only a minority of managers in the United States received such training, with even less in other countries. Most operational managers - associated with the production, engineering, or distribution - worked their way up from low levels of work: they were probably closer in spirit to FW Taylor, theorists than the 1950 and 1960. This contrasts with the human resources manager, with a high proportion of people who have received academic training, in addition, "personnel" was an area where women have been widely distributed - as opposed to production, which was dominated by ...
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