UNIT ONE Theoretical Foundations

UNIT ONEUNIT ONETheoretical FoundationsTheoretical Foundations

CHAPTER TWOCHAPTER TWO

Classical Theories of OrganizationsClassical Theories of Organizations

PREVIEWPREVIEWReview Chapter OneReview Chapter OneTheoretical RelevancyTheoretical RelevancyMinimizing MisunderstandingsMinimizing MisunderstandingsClassical Theories of OrganizationsClassical Theories of Organizations

Taylor’s Theory of Scientific ManagementTaylor’s Theory of Scientific ManagementFayol’s Administrative TheoryFayol’s Administrative TheoryWeber’s Theory of BureaucracyWeber’s Theory of Bureaucracy

Organizational CommunicationOrganizational CommunicationFoundations REVIEWFoundations REVIEW

“…the process of creating, exchanging, the process of creating, exchanging, interpreting (correctly or incorrectly), and interpreting (correctly or incorrectly), and storing oral, nonverbal, and written storing oral, nonverbal, and written messagesmessages within (and across the boundaries of) a system within (and across the boundaries of) a system of interrelated and interdependent people of interrelated and interdependent people working to working to accomplish common tasks and goalsaccomplish common tasks and goals within an organization.”within an organization.”

MESSAGE-CENTERED DEFINITIONMESSAGE-CENTERED DEFINITION

Assumptions and FeaturesAssumptions and Features

Communication is central to the existence of Communication is central to the existence of the organizationthe organization

Organizational communication is a complex Organizational communication is a complex process (creating, exchanging, interpreting, process (creating, exchanging, interpreting, and storing messages)and storing messages)

Misunderstandings occurMisunderstandings occur

MisunderstandingsMisunderstandings

“ “Instances in which people who are Instances in which people who are communicating communicating don’t share meaningsdon’t share meanings as as well as situations in which well as situations in which features of features of organizational life serve to impinge uponorganizational life serve to impinge upon the efficient and effective functioning of the efficient and effective functioning of organizational members.”organizational members.”

Three Important ConstructsThree Important ConstructsOrganizational IdentificationOrganizational Identification (process & product)

An active process by which individuals link themselves to elements (people, policies, products, services, customers, values) in the social scene.Involves an individual’s sense of membership in and connection with an organization.

Job SatisfactionJob SatisfactionThe degree to which employees feel fulfilled by their job and related experiences.A pleasurable or positive emotional state from the appraisal of one’s job or experiences Linked to absenteeism and turnover

Communication SatisfactionCommunication SatisfactionThe degree to which employees feel that communication is appropriate and satisfies their need for information and work relationships

Communication Satisfaction (CSQ)Communication Satisfaction (CSQ)Eight Factors concerned with communication information, Eight Factors concerned with communication information, relationships, channels, and climaterelationships, channels, and climate

Communication ClimateCommunication ClimateRelationship to SupervisorsRelationship to SupervisorsOrganizational IntegrationOrganizational IntegrationMedia QualityMedia QualityHorizontal and Informal CommunicationHorizontal and Informal CommunicationOrganizational PerspectiveOrganizational PerspectiveRelationship with SubordinatesRelationship with SubordinatesPersonal FeedbackPersonal Feedback

Communication satisfaction is often considered the “sum” Communication satisfaction is often considered the “sum” of an individual’s satisfaction with the above dimensionsof an individual’s satisfaction with the above dimensions.

Primary GoalPrimary Goal

Reduce misunderstandings Reduce misunderstandings through communication.through communication.

TheoryTheory An explanation for how or why something occurs. . .An explanation for how or why something occurs. . .

Question:Question: What is the most efficient and effective What is the most efficient and effective means of running an organization? means of running an organization?

Functions of TheoryFunctions of TheoryDescribeDescribeExplainExplainPredictPredictControlControl

Classical approaches to organizational management and early organizational Classical approaches to organizational management and early organizational theories were designed to theories were designed to predictpredict and and controlcontrol behavior in organizations. behavior in organizations.

Classical Theories of Classical Theories of OrganizationsOrganizations

Emerged in early part of the twentieth century.Emerged in early part of the twentieth century.Models were military and the Catholic Church.Models were military and the Catholic Church.FeaturesFeatures

Strict CONTROL of workersStrict CONTROL of workersAbsolute CHAINS of COMMANDAbsolute CHAINS of COMMANDPREDICTABILITY of behaviorPREDICTABILITY of behaviorUNIDIRECTIONAL downward influenceUNIDIRECTIONAL downward influence

Classical Theories of Organizations:Classical Theories of Organizations:Relevancy and MetaphorRelevancy and Metaphor

How and Why does studying classical theory How and Why does studying classical theory help us to understand how modern organizations help us to understand how modern organizations function and particularly the role that function and particularly the role that communication plays in effective organizing?communication plays in effective organizing?

What is the metaphor which characterizes the What is the metaphor which characterizes the classical approach to organizations?classical approach to organizations?

The Metaphor of the MachineThe Metaphor of the MachineOrganizations are viewed as if they are machines.Organizations are viewed as if they are machines.

Managerial principlesModes of operationTreatment of workersCommunication in the organization

Properties of MachinesProperties of MachinesVery predictableRarely deviates from the normReplace defective parts with other “standard” partsSpecific rules exist regarding repair and specific roles

Organizational ApplicationOrganizational ApplicationWorkers behave predictably-management knows what to expectWorkers operating outside expectations are replaced

Minimizing MisunderstandingsMinimizing MisunderstandingsSimple: Promote principles of SPECIALIZATION, Simple: Promote principles of SPECIALIZATION, STANDARDIZATION, and PREDICTABILITYSTANDARDIZATION, and PREDICTABILITY

STRICT RULES & REGULATIONS regarding . . .STRICT RULES & REGULATIONS regarding . . .how work is accomplished, who could speak to whom and when, and managing through fear.

PROBLEMS PROBLEMS Creativity and intelligence are underutilizedIncreased dissatisfactionDecreased motivation and commitment to task and organizationDecreased communication effectiveness and satisfaction

Distinguishing Classical TheoriesDistinguishing Classical Theories

““Creative Application Skit”Creative Application Skit”Theory “Matchbook Definition”Theory “Matchbook Definition”

Describe the theory “in a nutshell”Describe the theory “in a nutshell”Principles of ManagementPrinciples of ManagementMajor Elements of the TheoryMajor Elements of the TheoryApplication in the Modern WorkplaceApplication in the Modern WorkplacePersonal Example(s)Personal Example(s)How are misunderstandings minimized?How are misunderstandings minimized?What new forms of misunderstandings are created?What new forms of misunderstandings are created?

Unintentional by-productsUnintentional by-productsContributions to occurrences of different problemsContributions to occurrences of different problems

Taylor’s Theory of Scientific ManagementTaylor’s Theory of Scientific Management

Frederick Taylor (1856-1915) “The Father of Scientific Management”Maximize worker capacity and profitsPROBLEM: Get employees to work at their maximum capacityPRIMARY FOCUS: TASKShttp://www.northstar.k12.ak.us/schools/ryn/projects/inventors/taylor/taylor.html

Systematic SoldieringDeliberately working slowly as to avoid expanding more effort than deemed necessaryReasons

Reduction in workforce due to decreased needPiecework system of remuneration - raise production requirements without increasing payRule of thumb training methods - inefficient


Elements of Scientific ManagementElements of Scientific ManagementScientific design of every aspect of every task

Time and Motion Studies

Careful selection and training of every taskProper remuneration for fast and high-quality work

Maximize output - increase pay

Equal division of work and responsibility between worker and manager

Underlying ThemesUnderlying ThemesManagers are intelligent; workers are and should be ignorantProvide opportunities for workers to achieve greater financial rewardsWorkers are motivated almost solely by wagesMaximum effort = Higher wagesManager is responsible for planning, training, and evaluating


Application in the Modern WorkplaceApplication in the Modern WorkplaceAssembly Line Plants as Prototypical Examples“Prisoners of Taylorism”System of Remuneration (quotas - commission)Re-Design - ReengineeringBenchmarkingData are used to refine, improve, change, modify, and eliminate organizational processesLean Manufacturing

Fayol’s Administrative TheoryFayol’s Administrative Theory

Henri Fayol (1841-1925)Henri Fayol (1841-1925)General and Industrial ManagementPrinciples and Elements of Management - how managers should accomplish their managerial dutiesPRIMARY FOCUS: Management(Functions of Administration)More Respect for Worker than Taylor

Workers are motivated by more than moneyEquity in worker treatment

More PRESCRIPTIVEhttp://www.lib.uwo.ca/business/fayol.html


Five Elements of Management -- Managerial ObjectivesFive Elements of Management -- Managerial ObjectivesPlanningOrganizingCommandCoordinationControl

Keep machine functioning effectively and efficientlyKeep machine functioning effectively and efficientlyReplace quickly and efficiently any part or process that did Replace quickly and efficiently any part or process that did not contribute to the objectivesnot contribute to the objectives

Fayol’s Administrative TheoryFayol’s Administrative TheoryFourteen Principles of Management (Tools for Accomplishing Objectives)Fourteen Principles of Management (Tools for Accomplishing Objectives)

Division of work - limited set of tasksAuthority and Responsibility - right to give ordersDiscipline - agreements and sanctionsUnity of Command - only one supervisorUnity of Direction - one manager per set of activitiesSubordination of Individual Interest to General InterestRemuneration of Personnel - fair price for servicesCentralization - reduce importance of subordinate’s roleScalar Chain - Fayol’s bridgeOrder - effective and efficient operationsEquity - kindliness and justiceStability of Tenure of Personnel - sufficient time for familiarityInitiative - managers should rely on workers’ initiativeEsprit de corps - “union is strength” “loyal members”


Positioned communication as a necessary ingredient to Positioned communication as a necessary ingredient to successful managementsuccessful management

Application in the Modern WorkplaceApplication in the Modern WorkplaceFayol’s elements of management are recognized as the Fayol’s elements of management are recognized as the main objectives of modern managersmain objectives of modern managersPlanning - more participatoryPlanning - more participatoryOrganizing - human relationships and communicationOrganizing - human relationships and communicationIMPORTANT TABLE 2.1 Comparison of Managerial IMPORTANT TABLE 2.1 Comparison of Managerial Skills (p. 32)Skills (p. 32)Especially applicable for large organizations (military)Especially applicable for large organizations (military)

Weber’s Theory of BureaucracyWeber’s Theory of Bureaucracy

Max Weber (1864-1920)Max Weber (1864-1920)German SociologistTheory of Social and Economic Organization (1947)Principles and Elements of Management - describe an ideal or pure form of organizational structure (general policy and specific commandsPRIMARY FOCUS: Organizational StructureWorker should respect the “right” of managers to direct activities dictated by organizational rules and proceduresMore DESCRIPTIVEhttp://www2.pfeiffer.edu/~lridener/DSS/Weber/WEBRPER.HTML


Bureaucracy allows for the optimal form of Bureaucracy allows for the optimal form of authority - “rational authority”authority - “rational authority”

Three types of Legitimate AuthorityThree types of Legitimate AuthorityTraditional Authority - past customs; personal loyaltyCharismatic Authority - personal trust in character and skillsRational Authority - rational application of rules or laws


Tenets of Bureaucracy Tenets of Bureaucracy RulesSpecified sphere of competenceHierarchySpecialized TrainingWorkers do not own technologyNo entitlement to “official position” by incumbentEverything written downMaintenance of “ideal type” - bureaucracy


Concerned with describing the ideal structure of Concerned with describing the ideal structure of an organizationan organizationCornerstone: existence of written rulesCornerstone: existence of written rules

The rational application of written rules ensures The rational application of written rules ensures the promotion of legitimate authority and the the promotion of legitimate authority and the effective and efficient functioning of the effective and efficient functioning of the organization.organization.


Application in the Modern WorkplaceApplication in the Modern WorkplaceLarge organizations guided by countless rules Large organizations guided by countless rules are bureaucraciesare bureaucraciesLinked with inefficient, slow-moving Linked with inefficient, slow-moving organizationsorganizationsOrganizations have several characteristics of Organizations have several characteristics of bureaucraciesbureaucracies

SUMMARYSUMMARYClassical Theories of Organizations (p. 36)Classical Theories of Organizations (p. 36)

Taylor’s Theory of Scientific ManagementTaylor’s Theory of Scientific ManagementFayol’s Administrative TheoryFayol’s Administrative TheoryWeber’s Theory of BureaucracyWeber’s Theory of Bureaucracy

All 3 theories attempt to enhance management’s ability to All 3 theories attempt to enhance management’s ability to predict and control the behavior of their workerspredict and control the behavior of their workersConsidered only the task function of communication Considered only the task function of communication (ignored relational and maintenance functions of (ignored relational and maintenance functions of communication)communication)Designed to predict and control behavior in organizationsDesigned to predict and control behavior in organizations

NEXT WEEKNEXT WEEKRead CHAPTER 3: Humanistic Theories of OrganizationsRead CHAPTER 3: Humanistic Theories of Organizations(pp. 39-62)(pp. 39-62)

Human Relations TheoryHuman Relations TheoryThe Hawthorne StudiesMcGregor’s Theory X and Theory Y

Human Resources TheoryHuman Resources TheoryLikert’s Systems Theory (Four Systems of Management)Blake and Mouton’s (a.k.a. Blake and McCanse) Managerial Grid

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UNIT ONE Theoretical Foundations