Organizational Communication

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Henry Fayol

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The father of modern operational theory, French industrialist in the late 19th early 20th centuries, Major Theories include elements of management and principles of management

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Five Elements of management

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Planning, organizing, command, coordination, control

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Scalar chain

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The theory that an organization should be arranged in a strict vertical hierarchy, communication should flow vertically

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Unity of command

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The principle that an employee should only receive orders from one supervisor

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Unity of direction

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the principle that activities with similar goals should be under one supervisor

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Division of labor

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The principle that work can be best accomplished if employees are assigned a to a limited number of specialized tasks

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order

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The principle that there should be an appointed place for each employee and task

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Principles of Management:
Organizational Structure

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Scalar chain, Unity of command, Unity of direction, Division of labor, order

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Principles of Management: Organizational Power

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Centralization, Authority and Responsibility, Discipline

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Centralization

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The principle that organizations will be most effective when central management has control over decision making and employee activities

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Authority and Responsibility

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The Principle that managers should hold authority based on their attributes, personal and within the company, but that comes with an equal amount of responsibility

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Discipline

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The Principle that all should be obedient to the rules and their managers

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Principles of Management - Organization Reward

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Remuneration of personal, equity, tenure stability

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Remuneration of personal

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The Principle that employees should be rewarded for their work with salary and benefits

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equity

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The Principle that when giving rewards employees should be treated equally

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Tenure Stability

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The Principle that organizations should guarantee sufficient time on the job for employees to achieve maximum performance

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Principles of Management - Organization Attitude

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Subordination of individual interest to general interest, Initiative, Esprit de Corps

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Subordination of individual interest to general interest

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The Principle that goals for good of the group should out rank personal goals

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Initiative

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The Principle that managers should value and direct employees efforts to benefit the company as a whole

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Esprit de Corps

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All for one, one for all, no dissension

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Max Weber's Theory of Democracy

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1. Clearly defined hierarchy, 2. division of labor, 3. centralization of decision making and power,4. relatively closed systems, 5. importance of rules, 6. functioning authority,

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Frederick Taylor's theory of Scientific management

Development:

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Most tasks learned from more experienced workers

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Frederick Taylor's theory of Scientific management

Manner of Reward

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Worker could "bust the rate" "Systematic Soldiering"

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Components of Scientific Management

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1. Only one best way to do a job
2. Proper selection of workers for a job
3. Workers trained as a result of Time and motion studies
4. Inherent difference between management and workers

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Hawthorne Studies

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Four major PhasesIllumination, relay test room studies, the interview program, the bank wiring room studies

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Hawthorne Effect

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Productivity increases when worker environment improves

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McGregor's Theory X and Y

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Theory X management poses that the workers are stupid and bosses need to be heavy-handed and mean
Theory Y management poses that are good and all they have to do is bring out their natural potential

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Blake and Mouton's Managerial Grid

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Country club, team, middle of the road, Impoverished, Authority-Compliance

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Likert's System IV

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System I: the exploitative authoritative
System II: benevolent authoritative
System III: consultative
System IV: Participative

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Human Resources Approach

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Recognizes that workers have feelings that must be considered, but also promotes individual achievement

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Human Relations Approach

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Recognizes that workers have feelings that must be considered

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Systems Components

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Hierarchical ordering, interdependence, permeability

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Systems Processes

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Input-throughput- output

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System Properties

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Holism, equinfinality, negative entropy, requisite variety

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Holism

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Because of component interdependence, a system is more than the sum of its parts

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equinfinality

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Because of component interdependence, ther are multiple paths to any system

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negative entropy

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Because of system openness, a system has the ability to avoid deterioration and thrive

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requisite variety

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Because of system openness, a system should maintain the internal complexity necessary to cope with external complexity

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Cybernetics Theory

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System mechanisms, Target, System feedback, System goal

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Karl Weick System of Organizing

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1. Organizations exist in environment not just physical but organizational
2. Individuals create environment through process of enactment
3. Major goal of organizing is reduction of equivocality
4. Organizational members use assembly rules and communication cycles
5. Assembly rules and communication cycles if effective will be retained for future org. use

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New sciences systems theory

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Importance of ... in Organizations
relationships
participation
being open to the information environment
change and instability

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Schein's model

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"A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way you perceive, think, and feel in relation to those problems".

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Deal and Kennedy's cultures

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The Tough-Guy Macho Culture
The Work Hard/Play Hard Culture
The Bet your Company Culture
The Process Culture