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30 Cards in this Set
- Front
- Back
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Three definitions of communication |
Information Transfer: The process of transferring information or ideas from one person to another person or group through verbal and nonverbal behavior Shared Meaning: The process by which individuals come to share an understanding of verbal and nonverbal communication Transactional Meaning Creation: Emphasizes that communication is the process by which individuals assign meaning in a commutative situation through mutual interaction and influence |
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Three definitions of organizations |
Legal: Organizations that buy or sell property, contracts, produce profits and losses which they are obligated to pay taxes and must comply with the nations legal system Communicative: Organizations are constituted and exist only through communication Social: Focuses on the social responsibilities of an organization and the expectations that they be responsible and responsive to the public |
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Constitutive Communication |
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Machine Metaphor... 3 parts |
Specialization: Also known as division of labor, each person has their special skill and specific role. Standardization: Also known as replaceability, a employee is replaceable and are seen as "cogs" of the machine. Predictable: These are the rules that govern a way a organization is suppose to run. Can fix by applying standards if there is problems. |
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Fayol's Classical Management |
The what and how of how to run an organization. Known as the father of modern operational-management theory.
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Elements of Management (Fayol's) (5) |
Is the what of Managerial Work Planning: Determine the best way to attain organizational goals. Organizing: Arrangement of human resources and evaluation of those employees Command: Set tasks for employees in order to reach organizational goals Coordination: The separate activities of an organization must be harominzed into a single whole Control: Comparison between goals and activities to ensure that the organization is functioning in the manner planned |
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Principles of Management Structure (Fayol's) (6) |
Scalar Chain: Strict hierarchy. Work top to bottom. Not much communication. Unity of Command: Employee's should receive a particular task for one supervisor Unity of Direction: Activities having similar goals should be placed under a single supervisor Division of Labor: Tasks best accomplished by putting employees to a limited number of tasks Order: There should be an appointed place for each employee and task within organization Span of Control: Managers will be most effective if they are in control of limited number of employees |
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Weber's Theory of Bureaucracy |
Ideal type theory. Dominate through knowledge and Hierarchy.
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Facets of Bureaucracy (Weber) (6) |
1. Cleared define Hierarchy 2. Division of Labor 3. Centralization, decision-making/power 4. Closed Systems 5. Importance of Rules 6. Functioning of Authority |
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Taylor's Theory of Scientific Management |
A organization focused more on the relationship between manager and employee and the control of the individual at work.
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Impetus for Taylor's Theory (4) |
1. There is a best way to do every job: Can determine the best way to do every job with time and motion studies 2. Proper selection of workers for the job 3. Importance of training workers 4. There is a inherent difference between workers and managers |
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Assumptions for Taylor's Theory (5) |
1. There is one best way to do every job 2. Workers must be selected properly 3. Workers should have proper way for high-quality fast work 4. Workers should be trained to perform job in most efficient manner 5. Inherent difference between workers and managers |
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Communication Aspects |
1. Content 2. Direction 3. Channel 4. Style |
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Are these theories still relevant in modern organizations? Why or why not? |
Yes, Division of labor and Hierarchy and is displayed in military organizations. Also seen in manufacturing companies.
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Problems with Classical Theory |
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Classical Theory |
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Hawthorne Studies (4) |
Illumination studies: Determine the influence of workers productivity with the level of lighting. No significant change Relay Assembly Test: Determine the influence social satisfactions between co workers. Significant change in behavior/output Interview Program: Thought they would interview people about working conditions, but their feelings were talked about instead. Bank Wiring: Determined if social pressure of a group males would help productivity. It did increase because they developed productivity norm and all held each other accountable |
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Maslow's Hierachy of needs (5) |
1. Physiological needs: Basic human needs 2. Safety needs: Free from danger/threats 3. Affiliation needs: Creating Social relationships 4. Esteem needs: Feel sense of achievement/accomplishment 5. Need for self actualization: To become more, allow to express creativity
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McGregor's Theory X and Theory Y |
X: Manager influenced by the negative aspects of classical management theories Y: A manager who adheres to the precepts of the human relations movement (positive) |
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McGregor's assumptions and propositions |
X: Managers forced to organize money, material, people for economic ends. People are typically lazy, who don't like responsibility, and are not a fan of change. Believes that a strong and forceful hand for getting the best efforts out of their employees. Y: Managers believe workers work better when committed, working under safe conditions, and be able to express their creativity in their work. Managers assume that workers are highly motivated to satisfy achievement and self actualization needs and that the job of the manager is to bring out the natural tendencies of those intelligent and motivated workers |
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Communication in Human Relation Theory |
The needs for attention, social interaction, and individual achievement are all ideal to success
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The Family Metaphor |
Relationships are central to our understanding of organizational functioning. Family thrive when needs are fulfilled and opportunities are provided for self-actualization. Parents are managers and kids are employees
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Human Resources Theory |
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Why did we move from human relations to human resources |
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Blake and Mouton's Managerial grid
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Likert's Four Systems |
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Communication in Human resources |
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Principles of Organizational Power (Faylor's) (3)
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Centralization: Central Management has control over decision making and employee activities Authority and Responsibility: Managers should hold authority that derives from both their position in the organization and their personal characteristics (such as intelligence and experience) Discipline: All organizational members should be obedient to the rules of the organization and to the managers who enforce them |
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Principles of Organizational Reward (Faylor's) (3)
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Remuneration of personnel: Should be awarded for their work with appropriate salaries and benefits Equity: All employees should be treated justly Tenure stability: Give employees the time and opportunity to achieve maximum performance |
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Principles of Organizational Attitude (Faylor's) (3)
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Subordination of individual interest to general interest: Whole groups feelings must take priority over individuals feelings. Initiative: Take interest in Employees interest to run organization effectively Esprit de corps: There should be no dissension in the organizational ranks, "All for one and one for all" |
