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Theoretical Foundations
CHAPTER TWO
PREVIEW
Review Chapter One
Theoretical Relevancy
Minimizing Misunderstandings
Classical Theories of Organizations
Taylors Theory of Scientific Management
Fayols Administrative Theory
Webers Theory of Bureaucracy
Organizational Communication
Foundations REVIEW
the process of creating, exchanging,
interpreting (correctly or incorrectly), and
storing oral, nonverbal, and written messages
within (and across the boundaries of) a system of
interrelated and interdependent people working
to accomplish common tasks and goals within an
organization.
MESSAGE-CENTERED DEFINITION
Misunderstandings
Instances in which people who are
communicating dont share meanings as
well as situations in which features of
organizational life serve to impinge upon
the efficient and effective functioning of
organizational members.
Job Satisfaction
The degree to which employees feel fulfilled by their job and
related experiences.
A pleasurable or positive emotional state from the appraisal of
ones job or experiences
Linked to absenteeism and turnover
Communication Satisfaction
The degree to which employees feel that communication is
appropriate and satisfies their need for information and work
relationships
Primary Goal
Reduce misunderstandings
through communication.
Theory
An explanation for how or why something occurs. . .
Question: What is the most efficient and effective
means of running an organization?
Functions of Theory
Describe
Explain
Predict
Control
Classical approaches to organizational management and early organizational theories
were designed to predict and control behavior in organizations.
Classical Theories of
Organizations
Emerged in early part of the twentieth century.
Models were military and the Catholic Church.
Features
Strict CONTROL of workers
Absolute CHAINS of COMMAND
PREDICTABILITY of behavior
UNIDIRECTIONAL downward influence
Properties of Machines
Very predictable
Rarely deviates from the norm
Replace defective parts with other standard parts
Specific rules exist regarding repair and specific roles
Organizational Application
Workers behave predictably-management knows what to expect
Workers operating outside expectations are replaced
Minimizing Misunderstandings
Simple: Promote principles of SPECIALIZATION,
STANDARDIZATION, and PREDICTABILITY
STRICT RULES & REGULATIONS regarding . . .
how work is accomplished,
who could speak to whom and when, and
managing through fear.
PROBLEMS
Creativity and intelligence are underutilized
Increased dissatisfaction
Decreased motivation and commitment to task and organization
Decreased communication effectiveness and satisfaction
Systematic Soldiering
Deliberately working slowly as to avoid expanding more effort
than deemed necessary
Reasons
Reduction in workforce due to decreased need
Piecework system of remuneration - raise production requirements
without increasing pay
Rule of thumb training methods - inefficient
Underlying Themes
Managers are intelligent; workers are and should be ignorant
Provide opportunities for workers to achieve greater financial rewards
Workers are motivated almost solely by wages
Maximum effort = Higher wages
Manager is responsible for planning, training, and evaluating
More PRESCRIPTIVE
http://www.lib.uwo.ca/business/fayol.html
SUMMARY
Classical Theories of Organizations (p. 36)
Taylors Theory of Scientific Management
Fayols Administrative Theory
Webers Theory of Bureaucracy
All 3 theories attempt to enhance managements ability to
predict and control the behavior of their workers
Considered only the task function of communication
(ignored relational and maintenance functions of
communication)
Designed to predict and control behavior in organizations
NEXT WEEK
Read CHAPTER 3: Humanistic Theories of Organizations
(pp. 39-62)