Organization theory and behaviour

accepted achieve action activities Administrative approach attitudes authority basic bureaucracy Burns and Stalker Charles Perrow classical complex concept conflict contingency contingency theory critical decision-making decisions delegation departmentation departments develop dynamic effective emphasis employees environment evaluate example factors feelings formal organization functional structure group behaviour group members hierarchy human behaviour human relations human relations movement Hygiene factors important increase individual influence informal organization inputs interaction job enrichment leader learning line and staff line managers managerial Maslow's matrix McGraw Hill ment motivation needs norms objectives operations organization structure organization theory Organizational Behaviour organizational goals output participation perceived perception performance person positive problems provides Psychology rational reinforcement relationship responsibility rewards role role conflict satisfaction situation skills social span of control status system subordinates subsystem superego superior task techniques tion trait theory traits understanding workers York