Read the summary and the most important questions on Introduction to Work and Organizational Behaviour | 9781137432063 | John Bratton

• 2 Organisational structure, design, and bureaucracy

• 2.2 Bureaucratic structure and hierarchy

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• What is span of control?

  The number of employees that a manger directly oversees.

• What is an organisational structure?

  The roles and positions in an organisation

• 2.7 Dysfunctions of bureaucracy

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• What are dysfunctions of bureaucracy?

  Instances where bureaucracy does not function as efficiently as intended.

• What is the bureaucratic personality?

  An individual that follows rules rigidly and inflexibly rather than thinking of more reasonable outcomes. Ultimately, "conformity with the rules interferes with the achievement of the purposes of the organisation" (Merton, 1940)

• What is a mock bureaucracy?

  Where rules exist on paper but are seen as unnecessary and are ignored as a result.

• 4 Developments in rational organisation

• 4.1 Introduction

• What is a cyber-physical system?

  Engineered systems that are built from, and depend upon, the seamless integration of computational algorithms and physical components.

• 4.3 Contemporary models of rationalisation

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• Describe the "no-frills" approach.

  Reducing costs in the labour process by cutting costs that are not essential to delivering the basic service.

• 6 Managing groups and teams

• 6.1 Introduction

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• Companies value teamwork highly because:

  - Teamwork is linked to greater creativity, problem-solving and organisational success.
  - It increases employee satisfaction by fulfilling social needs.
  - It provides a sense of belonging and identity.

• 6.2 The difference between groups and teams

• What is a group?

  Individuals with incentives to work together but ultimately lacking a common purpose.

• What is a team?

  Individuals working together with a more specific purpose and function.
  
  Team members:
  
  - Rely more on each other
  - Have a greater sense of collective vision
  - Are mutually accountable