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65 Cards in this Set
- Front
- Back
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List the Classical Approaches
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Fayol Theory of Classical Mgt
Webers Theory of Bureaucracy Fredrick Taylor theory of Scientific Mgt All early 1900's |
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List the two aspects of Fayols Theory of classical mgt
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Elements of management
principles of management |
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Classical approaches can be seen thought of as a machine metaphor
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Specialization
Standardization Predictability |
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Specialization
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Individual people will do individual things. Everyone has it own special function.
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Standardization
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Parts are replaceable and people can do the same job
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Predictability
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We should get the same response out of people every time. We should have the same outcome every time.
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Henri Fayol of classical management-elements
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Fist part are elements:
Planning-managers do this,not workers Organizing-managers do this Commanding-gives orders coordinating-bring everyone together controlling-make sure everything is going ok |
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Fayol Classical Management-principles
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Org Structure
Scalar chain-vertical heirichy Unity of command-every employee has only one supervisor unity of direction-similar task for one supervisor division of labor-give each employee limited amount of task to accomplish order-everything has it place and everyone has its place span of control-mgr should a limited number of employees |
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Max Weber
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Theory
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Fredrick Taylor
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theory
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Fayol's principles of Organizational Power
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1 Centrilazation-power in the hands of just a few
2 Authority and Responsibilty-mgrs have power and responsibility 3 Discipline-members need to know and folllow the rules |
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Fayols principles of Organizational Reward - - how are we taking care of our employees
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1 remuneration of Personnel-reward them for what they do; $ and stabilty
2 equity-treated justly and fair 3 Tenure stability-need to give them the amount of time to get the job done, they feel good when they do a good job |
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Fayols Principles of Organizational Attitude
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Mgrs need to do this:
1 Subordination of the Individual-the willingness to give up your time to help the org. 2 Initiative- Mgrs direct employees to do work in the same direction 3 Esprit de corps- no dissentian withing the ranks 'all for one' |
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Weber's Theory of Bureaucracy
Elements |
1 Clearly defined hierarchy-know your place
2 Division of labor-who does what 3 Centralization of power- |
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Weber's Theory of Bureaucracy
Important elements |
4. Closed system-shut it self out from outside world-take care of itself
5. Use of rules-the norms of the organization. 6. Use of authority/power a Traditional authority-based on their title b Charismatic authority-because of their personality, they are just liked c Rational/legal authority-if i dont follow the rules i will get in trouble |
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Taylor's theory of scientific management
Important elements |
Less of a theorist, more of a busisness man.
1 There is one best way to do a job-every job is done one best way "time and motion studies" 2 Proper selection of workers-you have the right people working for you, scientific selection 3 Training of workers-trained properly, don't retain bad workers 4 Keep divion of labor and mangement |
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Application of communication principles to classical approaches
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Content of communication - Task
Direction of communication flow - verticlal (downward) General channel of communicaiton - usually written General style of communication - formal |
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Human Relations Approaches
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Showing the need for the concern for the people of the organization
1 Mayo 2 Maslow 3 Herzberg 4 McGregor Working around 1940-1960 |
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Mayo
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Hawthorne Studies
Seeing how employees react to change -Western Electric Company- Four studies; how do employee react when enviroment changes |
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Hawthorne Studies found?
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Productivity increases when:
Attention was given to workers cohesion -- Workers could discuss their thoughts Workers could discuss things with their managers |
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4 Hawthorne Studies
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1 Illumination studies - no significant difference in groups.
2 Relay assembly test studies-a number of changes were made, productivity went up. 3 Interview Program - more interested in talking about their feelings 4 Bank Wiring Room studies - Norms were developed regarding proper levels of production. Social pressure was exerted to control this level in both directions. |
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Maslows's Hierarchy of Needs Theory
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5 - Self Actulization
4 - Esteem Needs 3 - Affilation Needs 2 - Safety Needs 1 - Physiological Needs |
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Herzberg's Motivation-Hygiene Theory
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Determine two things:
What are the Motivation Factors & Hygiene Factors. --Things that make you satisfied and things that make you dissatisfied and unhappy. |
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Herzberg's Theory, management should do this?
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1 make sure it has sufficient challenge
2 give employee who demonstrates increasing ability, more responsibility 3 Replace employee if the job can not be designed to their ability. |
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McGregor's Theory X & Theory Y
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Theory X managers:
1 work is inherently distasteful to most people 2 They will attempt to avoid it when possible 3 Most people are not ambitous Theory Y managers: 1 work can be as natural as play if conditions are favorable 2 People will be self-directed and creative to meet objectives 3 The capacity for creativity spreads |
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Human Relations Approach
Communication Content |
Task and social
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Human Relations Approach
Communication Direction |
vertical and horizontal
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Human Relations Approach
Communication Channel |
Often face to face
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Human Relations Approach
Communication Style |
Informal
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Human Resources Approaches
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Blend of classical and human relations approaches with an edge toward human relations - best of both worlds
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Human Resources Theorist
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Robert Blake & Jane Mouton
Rensis Likert William Ouchi Jeffrey Pfeffer |
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Blake & Mouton
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Leadership Grid
- Relationship between task and people 5 positions 1 Impoverished mgt 2 Country club mgt 3 Authority-Compliance mgt 4 Team mgt - using both skills to the best 5 Middle of the road mgt (not the best, you are only adequate) |
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Likert's system IV
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Addresses the characteristics of the organization. 4 parts
1 Motivation 2 Decision making 3 Communication flow 4 Performance |
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Ouchi's Theory Z
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Primary focus is to develop and nurture employees within the organization.
Give them training and resources to do the job Based on Japanese mgt Opposite of U.S., we look out for ourself |
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Pfeffer's Seven Principles
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1 Employment security
2 Selective hiring 3 Self-managed teams 4 Comparatively high and contingent compensation 5 Extensive training 6 Reduction of status differences 7 Sharing of information |
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Human Resources Approach
communication Content |
Task, social and innovation
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Human Resources Approach
Communication Direction |
All directions, team-based
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Human Resources Approach
Communication channel |
All channels
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Human Resources Approach
Communication Style |
Both but especially informal
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General Systems Theory
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system is made up of parts that work together, they all influence each other
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Elements of System Theory
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Hierarchical Ordering-sub systems, not the same as chain of command
Interdependence- each dept depends on each other Permeability |
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Input - Throughput- Output
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You put something into the system, you make something and then you send it out.
Feedback makes changes to the throughput |
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The inner workings of a system
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Holism-system is more then the sum of its parts. Working in tandem with
Equifinality-multiple ways to acchieve the same outcome Negative Entropy-system must remian open to some degree Requisite Variety-influences casued by outside enviroment. The complexity of the system must match the enviroment. |
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Cybernetic Systems Theory
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System Goal-what do you want to produce
System Mechanisms-what are you going to use to reach the goal System Feedback-the feedback |
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Weick’s Theory of Organizing
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The organization must respond to the information environment.
Major goal is to reduce equivocation output. Members of the organization participate in sensemaking |
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New Science” Theories
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Relationships in the organization are important
Participation in the organization is important. Change is OK. Members need to seek out new information. |
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Methods of studying organizational systems
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Network Analysis-mapping the flow of communication
Modeling-creates values of communications. How many times does someone talk to someone? Case Analysis-Interpretive analysis. Usually around a particular event. |
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Cultural Approaches
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Not strictly a set of “theories” anymore. -
Instead we have some theories mixed with generally accepted ideas |
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Cultural Approaches
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Organizations have a “life” to them. - sort of like values for the organization
This life creates a culture for the organization. Organizational culture looks at the qualities of the organization. 1980s / 1990s phenomenon |
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Deal & Kennedy – “Strong Cultures
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Values-
Heroes Rites and rituals Networks of communication |
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Peters & Waterman – “In Search of Excellence”
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Excellent companies have certain themes
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Cultural Approaches
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Deal & Kennedy and Peters & Waterman had lots of commercial success. - wrote a book
Academically they were suspect because of their prescriptive tone (remember, academics had already gone descriptive). - they were not academics, and the academics were maybe jealious |
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Cultural Approaches
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Culture is complicated -
Culture is emergent - it changes and grows Culture is not unitary - made up a number of parts to the system Culture is ambiguous - sometimes hard to get a handle on what is going on |
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Cultural Approaches
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Schein’s Model of Organizational Culture - academic
Culture is a group phenomenon - it happens on different levels Culture creates patterns - creates patterns and norms Culture is emergent and developmental - it moves Culture is filled with socialization - gives ideas with people on how to interact |
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3 elemets of Scheins
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Artifacts - it has things
Values - this is the way things should be - Core ideas - bassic assumptions - |
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Critical Approaches
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They are radical and fun
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Critical theorists see their role as
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There is an imbalance of power in society -
This imbalance turns into oppression of the weak The theorist needs to call attention to the situation |
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Sources of Power In Organizations
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Formal authority - the person with the title
Control of scarce resources - controls the budget Control of decision making processes - Control of knowledge and information What other sources of power exist in orgs? |
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Two theories to consider
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Modes and Means of Production-
Organizational Discourse Power- |
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Modes and Means of Production
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Classic Marxist Theory
Mode of Production (Financial issues/economic conditions the org must deal with) Means of Production (How the work is done in the org) |
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Organizational Discourse Power
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What is talked about - those who have the power contro who and what things are talked about
Who talks about it In what way is it talked about |
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Outcomes of power use
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Ideology - the thought of people in the org have been structured
Hegemony - the dominant group leads another into believing that being subordinate that it is ok Emancipation - the powerless have liberated themselves |
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Power Imbalance Theories
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Concertive Control - workers within org need to control their own.
Identification - workers need to see that they play a part Discipline - workers need to have their own self discipline Feminist Theories in Organizations: the more we can introduce feminist, the more we can knock down the imbalance. Sort of normal, many orgs are very competative |
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Concertive Control Theory elements
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Control-
Indentification-belongingness to.. Discipline-workgroups develop techniques to reward and punish behavior that does not conform |
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Feminist Theories history
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many organizations are patriarchas.
Many bureaucratic workplace value sterotypical male characteristics of logic, aggressiveness, competitiveness. Contrast to emotion, empahty and cooperation. |
