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Essay / Research Paper Abstract
This 4 page paper looks at the relationship between management and organisational behaviour, considering how and why this link exists looking at theorists such as Taylor, Mayo and Senge as well as different styles of management. The bibliography cites 7 sources.
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4 pages (~225 words per page)
File: TS14_TEOBmang.rtf
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Unformatted sample text from the term paper:
within them" (Middleton, 2002). As it is the individual behaviours which come together as a collective which manifest as organizational behaviour it is easily apparent that any influences which will
impact on individual employee attitudes, and as such behaviour, will impact on the overall organisational behaviour. There is a wealth of evidence that indicates the link between management, especially management
style and chosen operational strategies and the organizational behaviour. Going back to early studies, and the work of Taylor, the grandfather of
the model of Scientific Management, there was a link found between organizational behaviour and management style. Taylors theories were designed to put management in control, designing, using scientifically
measured studies these, the most efficient work methods and then organising the and controlling workers to ensure maximum efficiency (Huczyniski and Buchannan, 2007).Job design would involve the standardisation procedures and
tools, then the one best method would be dictated to the most suitable employee, should perform the task in their machine like manner. The tasks were broken down into the
smallest components which would acquire the issues give or training. A good example of this was at the Bethlehem Steel Works; when studying the shovelling of coal he looked at
many factors and redesigning the shovel the shovels that were used made it possible for the employee to shovel coal all day. This alone was able to transform process he
was able to reduce the number of workers from 500 to only 140, for the same level of work (Taylor, 1998). This
impacted heavily or the organizational behaviour in the firm, there was an increased capacity and management was given a higher level of control, but his theories involved the dehumanisation of
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