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| are groups with formal governance and structure, and there are several approaches to managing them. |
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| The classical management approach |
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| focuses on making the organization run like an efficient machine, based on the concepts of a division of labor and hierarchy. |
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| is the assumption that each part of the organization must carry out a specialized task in order for the organization to run smoothly. |
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| refers to the layers of power and authority in the organization. |
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| The human relations approach to management |
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considers the human needs of organizational members.
1.Managers express more interest in employees.
2.Employees have a greater sense of belonging and purpose. |
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| The human resources approach |
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| considers organizational productivity from the workers’ perspective. |
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| views the organization as a unique whole that consists of important members who have an interdependent relationship with one another in a particular environment. |
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| refers to the organization’s ability to be aware of its own imbalances and problems |
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| refers to the organization’s allowance for change and growth. |
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| consists of a unique set of beliefs, values, norms, and ays of doing things. |
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| Organizational storytelling |
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| is the communication of stories and accounts about the organization to members and to the outside world. |
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| are figures of speech that liken one thing to something else in a literal way (for example, “This department is a family”) |
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| are individuals who achieve great things for the organization through persistence and commitment, often in the face of great risk. |
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| organizational assimilation |
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| the process of “learning the ropes” of the organization through stories, accounts, directions, and the like. |
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Definition
| relationships are defined and influenced by the power that the supervisor has over the supervisee. |
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| mentor-protégé relationships |
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| the mentor is a respected member of the organization and serves as a role model for a less experienced individual, the protégé. |
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| are the friendships that form between colleagues in an organization as a result of communication between individuals at the same level of authority (peer communication). |
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| enables members of organizations to communicate easily, particularly with clients who work offsite or in home offices. But technology creates challenges as well. |
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| suggests that people must consider the number of contact points a particular channel offers for a particular message. |
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| is the surveillance of employees to see how they are using technology. |
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| The growing interdependence and connectivity of societies around the world, reduces barriers between countries for business. However, unethical practices such as human trafficking, the coercion of people into exploitative situations, are also a result of globalization. |
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| finding a balance between their work and their personal life. Many take on too many responsibilities or work long hours, often resulting in burnout, a destructive form of stress. |
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| is any communication that hurts, offends or embarrasses an individual, creating a hostile environment; sexual harassment is unwanted verbal or physical conduct of a sexual nature that affects an individual’s employment, interferes with work performance, or creates a hostile environment. |
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