Organizational Communication Chapter Three

Front 1

Central Characteristic of the (Human Relations) school

Back 1

Work Factors>Satisfaction of Higher-Order Needs>Job Satisfaction> Job Satisfaction
-Emphasizes need for human needs in the workplace
-Belief that by treating employees well with enriching and challenging jobs and by fulfilling their needs for esteem and self actualization, we could generate a climate in which worker satisfaction and productivity go up.

Front 2

The Illumination Studies (Hawthorne)

Back 2

-Designed to determine the influence of lighting level on worker productivity
-2 groups, one lighting changed, the other it stayed the same... there was no change in productivity (except an increase)

Front 3

The Relay Assembly Test Room Studies (Hawthorne)

Back 3

-6 women were watched for a year, and given things like incentive plans, rest pauses, temperature, humidity, work hours, and refreshments
-Productivity went up in a wide variety
-Mayo believed it was because of extra attention paid by the managers
-Social satisfaction trumped economics

Front 4

The Interview Program (Hawthorne)

Back 4

Interviewed thousands of workers who all wanted to talk about their feelings rather than working conditions and productivity

Front 5

The Bank Wiring Room Studies (Hawthorne)

Back 5

-Norms were developed regarding the proper level of productivity
-Slow workers were pressured to speed up and speedy workers pressured to slow down
-Social group's influence on worker behavior trumps formal org power

Front 6

Physiological Needs

Back 6

(1) Maslow's Hierarchy
-"Living wage" to allow purchase of food, clothing

Front 7

Safety Needs

Back 7

(2)Maslow's Hierarchy
-Phsically safe working conditions

Front 8

Affiliation Needs

Back 8

(3)Maslow's Hierarchy
-Social relationships with co workers

Front 9

Esteem Needs

Back 9

(4)Maslow's Hierarchy
-Internal: rewarding Work
-External: Bonus Pay

Front 10

Need for self actualization

Back 10

(5)Maslow's Hierarchy
-Work allowing the exercise of creativity

Front 11

Theory X Ideas (Propositions) about Managers

Back 11

-Responsible for organizing money, material, and people for economic ends
-People must be controlled and motivated to fit organizational needs
-Without intervention and direction people would be passive or resistant to the achievement of organizational needs

Front 12

Theory X Assumptions about Employees

Back 12

-Man is Indolent
-Lacks ambition, dislikes responsibility, prefers to be led
-Self Centered, indifferent to org needs
-Resistant to change
-Gullible, not bright, "the ready dupe of the charlatan and the demagogue"?

Front 13

Theory Y

Back 13

1)Physical/mental effort is natural
2) Control is not the only way
3) Rewards
4) People seek responsibility
5) People are creative
6) We underutilize our “smarts”

Front 14

Human Relations Style

Back 14

Informal

Front 15

Human Relations Content

Back 15

Task and Social

Front 16

Human Relations Direction

Back 16

Horizontal and Vertical

Front 17

Human Relations Channel

Back 17

Often face-to-face

Front 18

Human Relations Criticisms

Back 18

-Pseudo changes beliefs do not mirror their actions(-There is misuse, some managers superficially implement)
-Paradox of participation (the team worker who participates and contributes to the problem solving but who has no control is frustrated)