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WVU COMM 306 - Critical Theory

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COMM 306 1nd Edition Lecture 7 Outline of Last Lecture I. Likert’s System of ManagementII. Blake and Mouton’s Managerial GridIII. Systems TheoryOutline of Current Lecture I. Systems Theory Processes and PropertiesII. Contingency TheoryIII. Critical TheoryIV. Feminist TheoryV. Racial PerspectivesCurrent LecturePermeability: degree organisms allow information to cross boundariesBoundaries: portion of organisms separating it from the environment- passwords, status, office doors, cubiclesSystematic Processes: exploration of functioning of a system1) Input: material, energy, or information brought in from the environment2) Throughput: transformation of material, energy, or information3) Output: return material, energy, or information to environment4) Feedback: facilitates interaction interdependent functioning components (evaluation) - Positive: information used to change organization - Negative: information used to maintain status quoSystematic Properties: emerge from interaction of processes and components1) Holism: system more than sum of parts (nonsummativity)2) Equifinality: multiple paths can lead to same outcome3) Adaptive: use similar inputs to create different outputs4) Negative Entropy: organization’s ability to sustain themselves and grow 5) Requisite Variety: internal working of system must match environment complexityThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.Roles of Communication: glue systems and environments- Adaptive mechanism: exchange relevant information with environment- Boundary Spanners: people in contact with variety of systems/environments - Maintenance Function: provide flow of information among subsystems - meetings, memos, and e-mails used to maintain homeostasisContingency Theory: assume no best way to structure/manage an organization- structure and style depend on the environmentContingency Theory Styles of Management: no optimum management1) Mechanistic: environment stable with little change- specialization, defined roles, vertical communication2) Organic: environment unstable with rapid changes- natural, interdependent specialization, continuallyrefined - free flow communication, information is criticalCritical Theory: view organizations as political systems of domination- different interest groups compete for control/power- allow greater democracy and more creative/productive cooperationCritical Theory Goals:1) reveal how social and technological structures serve to oppress workers2) make organizations more participatory3) responsive to needs of shareholders involvedHistorical Framework of Critical Theory:- based on Karl Marx interest in relationship of owners and workers- examine influence in capitalist society- inherently unfair organizations with workers try to overthrow system - believed in emancipation and freedom- progressed by Frankfurt School, interested in enlightening constrained workers1970s Critical Theory Studies: explore constraint of workers- based on social and technological structures- common belief that society structure lead to power imbalance- power imbalance lead to alienation and oppression of certain groupsMaintain Power: power used to impose one’s will on behavior of others- outright explicit exercise of power- unknowing adaptation of dominant group’s values/beliefs - adherence to work team’s socially constructed normsIdeology: deeply held assumptions guiding behavior- taken for granted assumptions guiding behavior- things we automatically do without asking questionsIdeology Functions:1) Representation of sectional interests as universal- make management interests seem like everyone’s interests2) Denial of contradictions and loss of individualism- appear to be everyone in agreement3) Naturalization of present through reification- make a belief a reality (subjectiveobjective idea) 4) Means of control- hegemony: members reinforce subordinationConcertive Control: group members reinforce values and vision of upper management- form of unobtrusive control where employees maintain themselvesFeatures of Concertive Control: 1) Identification: merging of individual and collective2) Discipline: rewards and punishment developed by members- account for conformity or deviation from valuesCritical Theory Metaphor: sites of domination- interest of privileged valued over interest of workersPower: imposing one’s will on behaviors of others1) Traditional: control over resources or position2) Interpretive: emerges through interaction of members3) Radical-Critical: deep structures produce and reproduce relationships - economic, social, and communicative relationshipsTethering: constant connection with organization through technologyMonitoring Employees: watching over employees- companies feel they have the right to do so- allows for quality control and track down misuseEmployee Resistance: defending and distancing self from organizational power- social movements, boycotts, strikes, absenteeismDissent: expression of disagreement or contradictory opinions- about organizational practices, policies, and operationsFeminist Theory: investigates subordinated gender interactions- women standpoint on gender performances- examine economic, political, social, psychic, and biological oppression- trivialization of women and hegemonic masculinityFeminist Assumptions: - gender is on a continuum and is an ongoing performance- organizations are inherently gendered- men and masculinity are privileged- gender can’t be separated from other means of powerRacial Perspectives: premise that gendered organizations are also raced- grew out of feminismRacial Assumptions: - race is a social construction and is always influential- racial expectations shape organizational interactions- racial influence is not always observable- discrimination is


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