9/1/14The role of communication is to negotiate and create our ever evolving sense of reality and truth (not simply sending a receiving messages)THEMES OF THE CLASSHistorical approaches to organizingParadigms for understanding how we organizeProcesses of communication/organizing from multiple perspectives9/3/14What counts as an organization?Structure (hierarchy/same level)Examples: church, jobs, labor unions, political, schoolOrganizations5 features of an organization:A social collective—ongoing negotiationOrganizational or individual goalsCoordinated activityOrganizational structure (who’s the boss? Levels)Embedded within an environment (doesn’t exist on its own in a vacuum)—example Texas A&M exists in College Station, adheres to rules, influences, exists in SEC, exists in TexasMost often conceived of as traditional businessesAlso includes:Non profitsNGOsRecreational orgs.Governmental orgs.Social orgs/movements (ex: 99%)CommunicationEverything—whether we’re trying to or not, we communicate (doesn’t have to be purposeful)How we negotiate our sense of realityTransmission Model of CommunicationCommunication that happens within organizationsMeetings, memos, emails, phone calls, teleconferences, human relations, public relations, gossip, etc.Sender encodes  medium  receiver decodesContainer metaphorAll the communication happened within a container of the organization (doesn’t leak out)The organization is separate from communincationProblems with this approach?Forces us to ask the question of where the organization came fromActually: communication makes the organizationConstitutive Model of CommunicationOrganization AS communicationCommunication is more than transfer of informationCommunication is the process by which we create and negotiate meaningOrganizations aren’t naturally occurringThey aren’t neutral, they are creations*watch video from eCampus—contrasts the 2 modelsOrganizational ComplicationsMiller contends that organizations that organizations are becoming more complicatedChanging demographicsStatistical descriptions of characteristics of a populationEstimated that whites will be minority by 2050Married couples with their own children down 20%Women in workforce up 7%Workers 65+ up 20+%GlobalizationsTerrorismClimate change9/5/14GlobalizationCaused by:Advances in telecommunications and transportationManifested in:Multinational/International organizationsOutsourcing—moving manufacturing and service centers to countries where labor is more affordableRethinking a competitive marketplaceInterdependent economiesConcerns of globalizationDomestic job lossExploitation of cheap third-world laborLack of global environmental regulationThe role of organizational communication:Communicating effectively in a global marketProtecting the rights of domestic and international workersThe role of political and economic forces in guiding the direction of a new globalized worldOrganizations communicating with more diverse stakeholdersTerrorismA set of strategies that involves the use of unpredictable violence against individuals and thus creates ongoing fear and suspicion among large groups of peopleTerrorism and org. comm:Political negotiationsConnecting a message with stakeholdersPublic RelationsCrisis communicationClimate changeMany attribute climate change to factors related to the industrial revolutionClimate change and org commOrganizational change to fit new knowledgeOrganizational/governmental negotiationsGreening as a Profit SourcePublic Relations and Marketing9/8/14Emergence of the classical approach—emerges as a product of the EnlightenmentThe Classical ApproachMetaphors for our organizations:The Machine MetaphorOrganizations are a machine3 important contributors:Henri FayolMax WeberFrederick TaylorCommunication from the classical approachOrganizational metaphorA figure or speech in which a word or phrase is applied to an object or action to which it is not literally applicableUsing metaphors to describe how organizations should workMachinesOrganismsEcosystemsCulturesPrisonsFamilyChanging forms of productionBefore the industrial revolution, production was most often done from beginning to end by just one personThe Industrial Revolution routinized production with several workers completing a single productThe Machine MetaphorSpecializationStandardizationPredictableThe classical approach embraces this machine metaphorCog in the machineWell-oiled machineHenri FayolThe father of Operational-Management Theory1841 to 1925French Mining EngineerElements of managementWhat management isPrinciples of ManagementHow we manage(Descriptive and prescriptive)Elements of ManagementPlanning: Setting goals for the future direction of the organizationMaximizing the resources of the organizationOrganizing: The arrangement of human resourcesCommand: Set tasks for employees in order to meet goalsCoordination: Making sure all organizational activities harmonize in pursuit of organizational goalControl: Comparison between goals and activities—making sure they alignPrinciples of ManagementPrinciples of StructureScalar Chain: vertical hierarchy (CEO  VP Grunt)Unit of Command: only one supervisorUnity of Direction: similar goals, similar supervisorDivision of labor: Specialization of tasksOrder: Each employee has a place and a taskSpan of Control: limited number of employees to control directlyPrinciples of Organizational PowerCentralization: management makes decisionsAuthority and responsibility: one’s position both denotes authority and comes with responsibilityDiscipline: workers should obey, management should enforcePrinciples of Organizational RewardRemuneration: Workers should be rewardedEquity: Rewards should be justTenure and stability: Employees should have time to achieve maximum performancePrinciples of Organizational AttitudeSubordination of the Individual to the general: the interests of the organization come before those of the individualInitiative: managers should value the best interest of the organizationEsprit de corps: all for one and one for allNo dissension9/10/14Max WeberGerman sociologist1864-1920“Ideal type”BureaucracyThe emerging form of organization—rules, procedures, structuresDescriptive)Avoids prescribing, critical of his bureaucracy theory6 Facets of BureaucracyClearly defined hierarchy—similar to FayolDivision of labor: specific tasks—similar to FayolCentralization of power: decision makers = people at the top—similar to