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Title: Organizational Behavior Issue
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The Industrial Revolution that began from the development of steam power and the founding of big factories in the late Eighteenth Century result in great alterations in the production of fabrics and other products. The factories that developed created great difficulties to organization that had not existed before. Governing these new factories and then new entities like railways with the requirement of governing large flows of material, staff, and information over great distances caused the need for some ways of dealing with the recent management problems.
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Taylor tried to make a science for every aspect of work and restrict conduct ways facing employee. Taylor looked at interplay of human characteristics, social milieu, objective, and physical milieu, capacity, speed, duration, and price. The overall purpose was to remove human alteration. The outcomes were serious. Efficiency under Taylorism went up greatly. New departments appeared such as personnel, industrial engineering, and quality check. There was also increase in middle management as there developed a separation of planning from controlling.
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In spite the economic development brought about in part by scientific management, critics were calling attention to the "obscure side of progress," which consisted of severe labour conflict, apathy, weariness, and spent in vain human resources. These notions made a number of researchers to study the discrepancy between how an organization was expected to work against how the workers actually conducted. In addition, notions like World War I, progress in psychology and later the depression, all resulted into question some of the main notions of the scientific management school.
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The organization's foundation lies on management's philosophy, principles, view and objectives. This leads to the organizational culture which is made of the formal organization, informal foundation, and the social milieu. The culture defines the type of guidance, communication, and group dynamics in the organization. The employees realize this as the quality of work life which rules their degree of motivation. The final results are performance, individual content, and personal growth and progress.
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