PR truyền thông - Chapter two: Classical theories of organizations

UNIT ONETheoretical FoundationsCHAPTER TWOClassical Theories of OrganizationsPREVIEWReview Chapter OneTheoretical RelevancyMinimizing MisunderstandingsClassical Theories of OrganizationsTaylor’s Theory of Scientific ManagementFayol’s Administrative TheoryWeber’s Theory of BureaucracyOrganizational CommunicationFoundations REVIEW“the process of creating, exchanging, interpreting (correctly or incorrectly), and storing oral, nonverbal, and written messages within (and across the boundaries of) a system of interrelated and interdependent people working to accomplish common tasks and goals within an organization.”MESSAGE-CENTERED DEFINITIONAssumptions and FeaturesCommunication is central to the existence of the organizationOrganizational communication is a complex process (creating, exchanging, interpreting, and storing messages)Misunderstandings occurMisunderstandings “Instances in which people who are communicating don’t share meanings as well as situations in which features of organizational life serve to impinge upon the efficient and effective functioning of organizational members.”Three Important ConstructsOrganizational 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 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 turnoverCommunication SatisfactionThe degree to which employees feel that communication is appropriate and satisfies their need for information and work relationshipsCommunication Satisfaction (CSQ)Eight Factors concerned with communication information, relationships, channels, and climateCommunication ClimateRelationship to SupervisorsOrganizational IntegrationMedia QualityHorizontal and Informal CommunicationOrganizational PerspectiveRelationship with SubordinatesPersonal FeedbackCommunication satisfaction is often considered the “sum” of an individual’s satisfaction with the above dimensions.Primary Goal Reduce misunderstandings through communication.Theory An explanation for how or why something occurs. . . Question: What is the most efficient and effective means of running an organization? Functions of TheoryDescribeExplainPredictControlClassical approaches to organizational management and early organizational theories were designed to predict and control behavior in organizations.Classical Theories of OrganizationsEmerged in early part of the twentieth century.Models were military and the Catholic Church.FeaturesStrict CONTROL of workersAbsolute CHAINS of COMMANDPREDICTABILITY of behaviorUNIDIRECTIONAL downward influenceClassical Theories of Organizations:Relevancy and MetaphorHow and Why does studying classical theory help us to understand how modern organizations function and particularly the role that communication plays in effective organizing?What is the metaphor which characterizes the classical approach to organizations?The Metaphor of the MachineOrganizations are viewed as if they are machines.Managerial principlesModes of operationTreatment of workersCommunication in the organizationProperties of MachinesVery predictableRarely deviates from the normReplace defective parts with other “standard” partsSpecific rules exist regarding repair and specific rolesOrganizational ApplicationWorkers behave predictably-management knows what to expectWorkers operating outside expectations are replacedMinimizing MisunderstandingsSimple: Promote principles of SPECIALIZATION, STANDARDIZATION, and PREDICTABILITYSTRICT RULES & REGULATIONS regarding . . .how work is accomplished, who could speak to whom and when, and managing through fear.PROBLEMS Creativity and intelligence are underutilizedIncreased dissatisfactionDecreased motivation and commitment to task and organizationDecreased communication effectiveness and satisfactionDistinguishing Classical Theories“Creative Application Skit”Theory “Matchbook Definition”Describe the theory “in a nutshell”Principles of Management Major Elements of the TheoryApplication in the Modern WorkplacePersonal Example(s) How are misunderstandings minimized?What new forms of misunderstandings are created?Unintentional by-productsContributions to occurrences of different problemsTaylor’s Theory of Scientific ManagementFrederick Taylor (1856-1915) “The Father of Scientific Management”Maximize worker capacity and profitsPROBLEM: Get employees to work at their maximum capacityPRIMARY FOCUS: TASKS SoldieringDeliberately working slowly as to avoid expanding more effort than deemed necessaryReasonsReduction in workforce due to decreased needPiecework system of remuneration - raise production requirements without increasing payRule of thumb training methods - inefficientTaylor’s Theory of Scientific ManagementElements of Scientific ManagementScientific design of every aspect of every taskTime and Motion StudiesCareful selection and training of every taskProper remuneration for fast and high-quality workMaximize output - increase payEqual division of work and responsibility between worker and managerUnderlying 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 evaluatingTaylor’s Theory of Scientific ManagementApplication 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 ManufacturingFayol’s Administrative TheoryHenri 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 TaylorWorkers are motivated by more than moneyEquity in worker treatmentMore PRESCRIPTIVE’s Administrative TheoryFive Elements of Management -- Managerial ObjectivesPlanningOrganizingCommandCoordinationControlKeep machine functioning effectively and efficientlyReplace quickly and efficiently any part or process that did not contribute to the objectivesFayol’s Administrative TheoryFourteen 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”Fayol’s Administrative TheoryPositioned communication as a necessary ingredient to successful managementApplication in the Modern WorkplaceFayol’s elements of management are recognized as the main objectives of modern managersPlanning - more participatoryOrganizing - human relationships and communicationIMPORTANT TABLE 2.1 Comparison of Managerial Skills (p. 32)Especially applicable for large organizations (military)Weber’s Theory of BureaucracyMax 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 DESCRIPTIVE’s Theory of BureaucracyBureaucracy allows for the optimal form of authority - “rational authority”Three types of Legitimate AuthorityTraditional Authority - past customs; personal loyaltyCharismatic Authority - personal trust in character and skillsRational Authority - rational application of rules or lawsWeber’s Theory of BureaucracyTenets of Bureaucracy RulesSpecified sphere of competenceHierarchySpecialized TrainingWorkers do not own technologyNo entitlement to “official position” by incumbentEverything written downMaintenance of “ideal type” - bureaucracyWeber’s Theory of BureaucracyConcerned with describing the ideal structure of an organizationCornerstone: existence of written rulesThe rational application of written rules ensures the promotion of legitimate authority and the effective and efficient functioning of the organization.Weber’s Theory of BureaucracyApplication in the Modern WorkplaceLarge organizations guided by countless rules are bureaucraciesLinked with inefficient, slow-moving organizationsOrganizations have several characteristics of bureaucraciesSUMMARYClassical Theories of Organizations (p. 36)Taylor’s Theory of Scientific ManagementFayol’s Administrative TheoryWeber’s Theory of BureaucracyAll 3 theories attempt to enhance management’s ability to predict and control the behavior of their workersConsidered only the task function of communication (ignored relational and maintenance functions of communication)Designed to predict and control behavior in organizationsNEXT WEEKRead CHAPTER 3: Humanistic Theories of Organizations (pp. 39-62)Human Relations TheoryThe Hawthorne StudiesMcGregor’s Theory X and Theory YHuman Resources TheoryLikert’s Systems Theory (Four Systems of Management)Blake and Mouton’s (a.k.a. Blake and McCanse) Managerial Grid