1.How would you describe the differences between organizational behavior and organizational theory?
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the first is what really happens\n\nthe later is what was supposed to happen
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Organizational studies is the study of individual and group dynamics in an organizational setting, as well as the nature of the organizations themselves. Whenever people interact in organizations, many factors come into play. Organizational studies attempts to understand and model these factors.\n\nLike all social sciences, organizational behavior seeks to control, predict, and explain. But there is some controversy over the ethical ramifications of focusing on controlling workers' behavior. As such, organizational behavior or OB (and its cousin, Industrial psychology) have at times been accused of being the scientific tool of the powerful. Those accusations notwithstanding, OB can play a major role in organizational development and success.\n\nThe Greek philosopher Plato wrote about the essence of leadership. Aristotle addressed the topic of persuasive communication. The writings of 16th century Italian philosopher Niccolo Machiavelli laid the foundation for contemporary work on organisational power and politics. In 1776, Adam Smith advocated a new form of organisational structure based on the division of labour. One hundred years later, German sociologist Max Weber wrote about rational organisations and initiated discussion of charismatic leadership. Soon after, Frederick Winslow Taylor introduced the systematic use of goal setting and rewards to motivate employees. In the 1920's, Australian-born Harvard professor Elton Mayo and his colleagues conducted productivity studies at Western Electric's Hawthorne plant in the United States.\n\nThough it traces its roots back to Max Weber and earlier, organizational studies is generally considered to have begun as an academic discipline with the advent of scientific management in the 1890s, with Taylorism representing the peak of this movement. Proponents of scientific management held that rationalizing the organization with precise sets of instructions and time-motion studies would lead to increased productivity. Studies of different compensation systems were carried out.\n\nAfter the First World War, the focus of organizational studies shifted to analysis of how human factors and psychology affected organizations, a transformation propelled by the discovery of the Hawthorne Effect. This Human Relations Movement focused more on teams, motivation, and the actualization of the goals of individuals within organizations.\n\nProminent early scholars included:\n\nChester Barnard \nHenri Fayol \nMary Parker Follett \nFrederick Herzberg \nAbraham Maslow \nDavid McClelland \nVictor Vroom \nHerbert Alexander Simon \nJames G. March \n\nThe Second World War further shifted the field, as the invention of large-scale logistics and operations research led to a renewed interest in systems and rationalistic approaches to the study of organizations:\n\nIn the 1960s and 1970s, the field was strongly influenced by social psychology and the emphasis in academic study was on quantitative research.\n\nStarting in the 1980s, cultural explanations of organizations and change became an important part of study. Qualitative methods of study became more acceptable, informed by anthropology, psychology and sociology.\n\nCurrent state of the field\n\nOrganizational behavior is currently a growing field. Organizational studies departments are generally within business schools, although many universities also have industrial pyschology and industrial economics programs as well.\n\nThe field is highly influential in the business world with practitioners like Peter Drucker and Peter Senge turning the academic research into business practices. Organization behavior is becoming more important in the global economy as people with diverse backgrounds and cultural values have to work together effectively and efficiently. It is also under increasing criticism as a field for its ethnocentric and pro-capitalist assumptions (see Critical Management Studies).\n\n\nNotes\n\nNote 1: Organizational behavior is used in
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People all have their pet organisational methods, which work for some, but not others, assuming you are advanced enough in school to choose your own organisational method you are old enough to decide for youself between what works and does not work *for you* here are some suggested options, additionally, your academic support center may be able to direct you to what will work best for you, also certain learning disabilities may interfere with organisational capacity (ADD/ ADHD, executive dysfunction etc..) if this is a significant problem, you may want to look into testing\n\nFor papers: Accordion folders, Binders(mulitple or one with several sections), or pocket folders\n\nFor Assignments: Weekly Charts, Planners, Desk Calanders, or Electronic organisers\n\nFor notes: Binder with three hole punced loose leaf, one notebook with sections, several notebooks, or legal pads
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Organizational Behavior is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives. \nAs you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since these many of these topics are discussed in other sections of this leadership guide, this section will not go into topics previously discussed. \n\n  Elements of Organizational Behavior:\n \nThe organization's base rests on management's philosophy, values, vision and goals. This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from. \n\n Models of Organizational Behavior \nThere are four major models or frameworks that organizations operate out of:  Autocratic - The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal. \n Custodial - The basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation. \n Supportive - The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives. \n Collegial - The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.\n \nAlthough there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping in the other models. \nThe first model, autocratic, had its roots in the industrial revolution. The managers of this type of organization operate out of McGregor's Theory X. The next three models begin to build on McGregor's Theory Y. They have each evolved over a period of time and there is no one "best" model. The collegial model should not be thought as the last or best model, but the beginning of a new model or paradigm.\n\n  Social Systems, Culture, and Individualization:\n \nA social system is a complex set of human relationships interacting in many ways. Within an organization, the social system includes all the people in it and their relationships to each other and to the outside world. The behavior of one member can have an impact, either directly or indirectly, on the behavior of others. Also, the social system does not have boundaries...it exchanges goods, ideas, culture, etc. with the environment around it. \nCulture is the conventional behavior of a society that encompasses beliefs, customs, knowledge, and practices. It influences human behavior, even though it seldom enters into their conscious thought. People depend on cultur
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It's the same thing.  You're studying business theory either way.  Business is a broad topic and tends to be broken down into further areas of concentration or majors...such as Finance, Accounting, Economics, Marketing, Strategy, Operations, etc.\n\nFor example, I have an MBA (Masters in Business Administration) but chose Marketing and Strategy as my areas of focus.
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customer behavior is basically the way a customer responses to a particular ad campaign or to the way things are laid out in a store.\nit is a series of actions which can eventually lead to buying, e.g. impulsive buying.
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follow porters value chain. that give u a logical step wise analysis of  the organization. \n\nor else u c draw a supply chian for the organization u want to study. break each components into subcomponents. thus u can start studying even the minute details
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Since you have posted within the last hour I promise to return with a good answer.\nIn the meantime I will let you search while I do the same into my notes.\nLook into Behaviorists Theories (Erik Erikson, Jean Piaget, B.F. Skinner, Lev Vygotsky, etc.) in your Sociology Textbook in the meanwhile.  Jose\nAs promised:\nIn an effort to provide a partial answer at this time to the question of what is Behavior (ism), Cognitive (ism), and Constructivism in Sociology I will indicate the following in reference to Social Constructivism.\n\nSocial Constructivism by Disassociative/Associative Applied Formal Thought and Practice\nSymbolic Interactionists emphasize how our ideas help determine our reality and thusly afford us with the Thomas Theorem (Thomas, W.I. & Thomas, Dorothy S. 1928); “If people define situations as real, they are real in their consequences,”—The Social Construction of Reality.  Through our interactions with others, we construct reality as we learn (build/construct) ways of looking at our experiences in life and construct behavior that is ethically conducive towards an objective.  \n\nFor example is found below from a study by Henslin, James M. & Biggs, Mae (1971/2003); Henslin, James M., Essentials of Sociology, A Down To Earth Approach 5th Ed, Boston, 2004:\n\nA scenario is presented as “In a Gynecological Examination.” \nIn (5) five scenes this author/protagonists (Henslin & Biggs 1971/2003) will advance a sociology student into what is an example of ‘Social Construction (civisms).’ They will remove the emotional sense of sexuality from a physical examination of intimate body parts while professionally engaged intimately toward a particular objective; a pelvic examination.\n\nScene 1: The Patient as a Person\nScene 2: From Person to Pelvic\nScene 3: The Person as Pelvic\nScene 4: From Pelvic to Person\nScene 5: From Patient to Person \n\nScene I—(The patient as a person) \nIn this scene the doctor (male) maintains eye contact with his patient (female), calls her by her name, and discussed her problems in a professional manner.  If he decides that a vaginal examination is necessary, he tells a nurse, “Pelvic in Room 1.”  \nBy this statement, he is announcing that a major change will occur in the next scene.\n\nScene II—(From person to pelvic)\nThis scene is-The Depersonalization Stage.  In line with the Doctor’s announcement, the patient begins the transition from a “person” to a “pelvic.”  \nThe Doctor leaves the room, and a female nurse enters to help the patient make the transition.  The nurse prepares the “props” for the coming examination and answers any questions the woman might have.  What occurs at this point is essential for the “social construction of reality,” for the doctor’s absence removes even the suggestion of sexuality.  To undress in front of him could suggest either a striptease or intimacy, thus undermining the reality being so carefully defined, that of non-sexuality.  Also at this point the patient will sense concern about what to do with her panties. “I don’t want him to see them, I’ll place tem in my purse or under my other clothes.” Both the patient and the Medical professionals reach for social constructionism as they remove any hint of sexuality.  \n\nScene III—(The person as pelvic) \nThis scene opens when the Doctor enters the room.  Before him is a woman lying on a table, her feet in stirrups, her knees tightly together, and her body covered by a drape sheet.  The Doctor seats himself on a low stool before the woman, tells her, “let your knees fall apart” (rather than the sexually loaded “spread your legs”), and begins the examination.\n\nScene IV—(From pelvic to person) \nIn this scene, the patient is “repersonalized.”  The doctor has left the examination room; the patient dresses and fixes her hair and makeup.  Her reemergence as a person is indicated by such statements to the nurse as, “My dress isn’t too wrinkled,
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I don't have much experience with this, but I have been doing some reading in motivational psychology.\n\nYou might want to do a search on Douglas McGregor's Theory X and Theory Y management philosophies.  Basically, Theory X is a "control and command" type of management style and Theory Y is "growth" type of style.  You can also check out Maslow's "Hierarchy of Needs".  Basically, the idea here is that you need to fulfill people's basic needs first: food, security, love/friendship, ego before they can start to think about other things and grow.\n\nAlso check out the Jan 21st issue of "The Economist", which talks about new ways of organizing American businesses.
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Financial accounting:  Broadly deals with the overall operations of the organization.  It deals with the accounting for all the general ledger accounts.\n\nManagement accounting:  Broadly deals with assigning of costs, such as overhead, direct/indirect labor and materials to cost objects (output).  Here's a link for more information on management accounting: http://www.imanet.org/ima/sec.asp?TRACKID=&CID=5&DID=5\n\nThis is really a basic overview for you, I don't have the time to go in depth of the advantages and disadvantages - they would differ between different people's viewpoints.  You just need to gather hard facts and determine what each field has advantages and disadvantages in the context of your opinion.
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The are interchangable terms, but organizing is more about resource allocation and adminstration is more about resource control, management includes both plus coordination
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I think it's a little bit of both.  It's a science because you have to manage finances, budget, efficiences but it's an art as well because you manage people and you can't treat people as just numbers on a ledger.  An effective manager is also a leader and leadership is definitely an art.
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Herzberg's theory of motivation and Maslow's hierarchy of needs \nhttp://pareonline.net/getvn.asp?v=5&n=11
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You now get into connotation vs. denotation\n\nSnuggle, cuddle and nestle are all the same, "the act of nesting" (denotation), but the mental image is what makes the difference (connotation)
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Each concept has benefits for different reasons.\n\nRestructuring can help a business refocus on an area in which it can exel while stepping away from areas in which it was either ill-suited or prepared to function.\n\nOrganizational culture is a powerful way to energize a company's workforce to embrace the way a business works.  Sometimes, just defining what you are doing and how it ought to be done can be as effective as overhauling a business.\n\nInformal organizations, as I see them, function as effective subsets of a business.  "Team" environments, especially ones encouraged but not mandated by management, can foster pride, interdependence, mutual abilities and interests, and give employees a greater sense of ownership in the products they are creating.
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I've worked for both in industry. Either can be self centered and only care about moving higher up.\nEither can be fair minded, have good suggestions, think and institute ideas you present.\nThis is a "chicken and the egg" question.
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Ouchi first came to prominence for his studies of the differences between Japanese and American companies and management styles. His first popular book in 1981 summarized his observations. "Theory Z: How American Management Can Meet the Japanese Challenge" made the 'best-seller' lists, and remained there for five months. His second book, "The M Form Society: How American Teamwork Can Recapture the Competitive Edge", examined various techniques implementing that approach.\n\nOuchi also came up with his 3 approaches to control in an organization's management:\n\n    * Market control\n    * Bureaucratic control\n    * Clan control\n\nWikipedia knows all.