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COM 229: EXAM 1
machine metaphor components
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predictability
specialization
standardization |
S-M-C-R
minimizes feedback
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source
message
channel
receiver
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• Organization includes 5 critical features:
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The existence of social collectivity: something driving the group
organizational and individual goals: me centric goals
coordinating activity: working towards goals together
organizational structure: answerable to someone
the embedding of the organization within an
environment of other organization: you need other organizations to work with
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hawthorne studies found that
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social satisfaction increases output
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(Henri) Fayol's Functions of classical
management
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planning, organizing, command, coordination, and control.
the org. should be in a strict vertical hierarchal way, there should be one supervisor, limited specialized tasks, control over employees.
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5 elements of process management
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process ownership
process planning
process control
process measurement
process improvement
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6 Principles of organizational structure
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1. Scalar chain
2. Unity of command
3. Unity of direction
4. Division of labor
5. Order
6. Span of control
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Principles of Organizational Power (3)
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1. Centralization- central mgmt. in control of decisions
2. Authority and responsibility- authority comes from position & personal characteristics
3. Discipline- all obedient to rules & managers who enforce them
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principles of organizational reward (RET)
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remuneration of personnel- appropriate pay for work
equity- employees treated fairly
tenure stability- sufficient time to achieve maximum performance
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Fayol: principles of organizational attitude:
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1. subordination of individual interest to general interest;
2. initiative: managers should value and direct an employees effort to work in the best interest of the organization;
3. Esprit de corps: "all for one and one for all"
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Webers Bureaucracy
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-Closed system
need for tight structure and control over employees
--based on power and authority
--rational legal authority system-increase productivity through rules and regulation
--depersonalization-only look at how they work and not their personal attributes (focus on task completion)
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bureaucracy is a ____ system
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closed
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weber's 6 facets
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1. hierarchal
2. division of labor
3. centralization
4.importance of rules
5. closed system
6. function
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Traditional Authority
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power that is legitimized through respect for cultural traditions
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charismatic authority
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power based on an individuals personality and ability to attract and interact with followers
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rational-legal authority
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power legitimized by law or written rules and regulations
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Frederick Taylors Theory of Scientific Management
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-Time-motion based studies
-not concerned with the organizational structure but with the relationship between manager and employee and control of individual at work
-most efficient way to do a job
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Components of Scientific Management
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1. There is one best way to do every job
2. Importance of proper selection of workers
3. Importance of training workers
4. Inherent difference between management and workers
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communication in classical approaches: direction of communication flow
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vertical (downward)
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mode/channel of communication and style
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written, formal
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Technological advances, decreased transportation costs, and improved shipping processes have changed organizational communication and facilitated globalization. T/F
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True |
___ is/are emphasized in Taylor’s scientific management to find the best (i.e., the most efficient) way to do every job
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time-motion studies
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The hierarchical structure of organizations can change based on the approach used to govern their development. For example, an organization built from a Classical Management Theory perspective will have a/n ______ hierarchical structure while an organization built from a Human Resources perspective will have a/n _______ hierarchical structure |
tall/flat
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Hierarchy (Maslow's hierarchy of needs)
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five levels of need identified by Abraham Maslow:
1. self actualization needs (self development, self-realization)
2. esteem needs (recognition & status and self-esteem)
3. social needs (sense of belonging & love)
4. safety needs (security & protection)
5. physiological needs (hunger & thirst)
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4 phases in the Hawthorne Studies
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illumination studies, relay assembly test room, interview room, bank wiring room
***social pressure in all four
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McGregors Theory X and Y
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Theory X: mgmt view that workers generally dislike work and must be forced to complete tasks
use coercive power, employees dont want responsibility extrinsic motivation
Theory Y: mgmt view that workers like to work under proper conditions, and employees will seek responsibility to satisfy social, esteem, and self-actualization needs.
self direction/control, accept responsibility, help to solve organizational problems
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family metaphor
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emphasizes the notion of relationships as the central to our understanding of organizational functioning
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Human Resources Approach
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- incorporates basics of human relations
- considers organizational productivity from the workers' perspectives
- considers them assets who can contribute useful ideas to improve organization
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human relations approach
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focus on the worker, downplays management, focused on production/making money
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Managerial Grid of Leadership Grid
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Tool for training managers in leadership styles that would enhance organizational efficiency and effectiveness.
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impoverished management
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low concern for people and production
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country club style management
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high concern for people, low concern for product
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authority compliance
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high concern for production, low concern for people
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team management
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high concern for production and people
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middle of the road management
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balance concern for production and people w/o going too far for either one
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likerts system (system 1) exploitative authoritative organization
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motivation through threats and fear, inaccurate communication, top level decision making, top level controls
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Benevolent Authoritative Organization: System 2
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Similar to System 1 BUT best interests of workers drive system
Downward communication
Employees feel little responsibility
Productivity is good
Punishments and rewards can be given - giving them some space/freedom
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Consultative Organization: System 3
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Decisions made at top, but employees are consulted
High levels of downward and upward communication
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Participative Organization: System 4
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Human Resources
Decisions are made by all
High levels of downward, upward, horizontal (linking pin) communication
Own goals and standards
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HR in modern organizations
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-work together to improve production
-know when team management is appropriate
-address resistance to change
-create a common language
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Pfeffers 7 characteristics(practices)
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1. employment security
2. selective hiring
3. self managed teams & decentralization
4. comparatively high & contingent compensation (connects performance outcome w/ rewards)
5. extensive training
6. reduction of status differences (take away symolic and substansive inequities)
7. sharing information
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systems theory
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organism like way of viewing the organization.
system is made up of smaller sub systems & embedded in a super system
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interdependance |
functioning of one component of a system relies on other components
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permeability
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lower boundaries allow information, materials, and power to flow both directions
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Systems Process made up of what 3 things
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input
throughput
output |
exchange |
required to obtain input/output
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feedback |
required to manage throughput process
-negative, corrective, deviation reducing feedback
-positive, growth, deviation amplifying feedback
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holism
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system is more than the sum of its parts.
work together to solve problems before they rise
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equifinality
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more than one path to any systems outcome
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From a systems perspective, one unique property of open systems is negative entropy, which says…
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the system can sustain itself and grow indefinitely
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requisite variety
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notion that complex inputs must be addressed with complex processes & vice versa
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3 system components
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hierarchically ordered
-interdependent
- permeable
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cybernetic systems theory (Wiener)
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--system goal, the mechanisms to help maintain the goal, feedback and system behavior
--emphasizes the role of feedback
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weicks theory of organizing
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· Orgs are information environments
· People enact to create difference info environments
· Equivocality
o Unpredictability exists in the environment, no single interpretation
o Reduce equiv. through assembly rules and communication cycles, resulting in sense making
o Useful rules are retained as casual maps for the future use
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"new science" systems theory
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not all systems are linear and striving towards equilibrium, order can emerge from disorder
-opens ideas about how the complex & chaotic nature of organizations leads to new innovative organizational forms and processes
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During the first week on the job, Tim is required to email his boss about a project. Having never met him before, he is unsure of how to act. However, he decides to format his email like he would when emailing professors at his University. This is an example of:
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sensemaking
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When examining the communication network of Company A, the communication consultant sees that Michael is a critical connection between Kevin in accounting and Darrell in shipping, but not part of any group of his own. In this case, Michael is a:
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liaison
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Modeling Techniques:
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allow researchers to assess complex relationships among variables through the evaluation of causal models or to assess changes inorganizational communication systems through the use of time-series analysisand related techniques.
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Case Analysis:
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suggests the richest understanding oforganizational systems can be obtained by closely observing specificorganizations grappling with specific issues.
-variety of data through observation interviews, questionnaires, and archives
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Deal and Kennedy's "strong cultures"
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-values and beliefs (visions)
-heroes- exemplary individuals ("be like them")
-rites and rituals (ceremonies)
-cultural network - system transmitting culture (PRSSA)
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Peter and Watermans 8 Themes for Excellent Cultures
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1. A bias for reaction
2. Close relations to the customer
3. Autonomy and entrepreneurship
4. Productivity through people
5. Hand-son, value-driven
6. Stick to the knitting
7. Simple form, lean staff
8. Simultaneous loose-tight properties
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Cultural Approach
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looks at development,impact of organization’s culture
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Cultures are: Complicated
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Different organizations view cultures differently. Some organizations focus on values and beliefs as their culture, some hold ceremonies which are their indicators, and some consider metaphors of employees and management.
3
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cultures are emergent: performances are (what 3 things)
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interactional: participatory (interview with others)
contextual: embedded in situations and history
episodic: distinct event
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organizational cultures are not unitary
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organizations are characterized by a multitude of subcultures that may co-exist in harmony, conflict or indifference to each other
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cultures are ambiguous
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several interpretations(vague)
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Schein Model of Culture
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1. artifacts or organizational attributes that can be observed, felt and heard
2. values or espoused goals, ideals, norms, standards, and moral principles (survey ?'s)
3. underlying assumptions or phenomena that remain unexplained when insiders are asked about the values or the organizational culure.. essence of org culture lies in third level
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Methods for Studying Organizational Culture
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Qualitative methods (participant observation, non-participant observation, archical analysis, talking with org members)
Grounded Theory
Writing the Ethnography
- The realist tale (documentary)
- The confessional tale (about ethnographer)
- The impressionist tale - narrative information part of story
- The critical tale - uncover deep power structures
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Critical Approach
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... |
The system through which cultural values are instituted and reinforced is
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cultural network
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Prescriptive approaches to culture fall short because they treat culture as a “thing” that an organization has
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True |
When an individual is involved in a cultural performance they make decisions based on their knowledge of organizational history, this illustrates how cultural performances are
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contextual |
Most organizations have a single culture. T/F
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false
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The fragmentation perspective posits that
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there are inescapable ambiguities because culture can manifest itself in many ways
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The most visible level of culture is found in
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artifacts
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the deepest level of an organization, and most difficult to recognize, is
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assumptions
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The best research method for discovering organizational culture is through use of
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ethnography
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Critical Approach revolves around..
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power, control, feminism
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This philosopher identified the inherent imblaance in a capitalist society between owners and workers
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Karl Marx
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Critical theorists believe that imbalances of power lead to alienation and oppression for certain social classes and groups T/F
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True |
pluralist |
organization consists of many groups with divergent interests: conflict is seen positively
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unitary |
Form of government in which power is held by one central authority. common organizational goals: conflict=negative
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radical
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conflict and power=class struggle
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Traditional Approach
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power is stable; explores how power manifests
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symbological approach
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power is a product of communication and relationship
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radical-critical approach
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concerned with deep structure that produces relationships
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antithesis
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revolt of working class
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synthesis
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transformation of economic system
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POWER:
ideology
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assumptions of reality influence perceptions of situations and events
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hegemony |
dominant group leads another group to accept subordination as the norm
"manufactured consent"
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identification
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how we see ourselves
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resistance
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how we push back against power
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While making sandwiches at work, Susan says to Steve, “our manager Tracy is the worst, she has no idea what she is doing.” This is a form of
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resistance
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At staples, group work is seen as the best way to accomplish a task, so much so that people see it as the only way to accomplish a task. This practice is rarely questioned or scrutinized. This is an example of_______ at work
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ideology |
simple control
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power over workers was exercised personally and directly, the boss runs everything.
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Technological Control
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Involves control exerted through technological workplace processes such as assembly lines or computer programs. Examples include surveillanc ecameras and card swipe access. Important because it is one of three broad strategies which have been identified for exerting control in modern organizations
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Bureaucratic Control
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Control that is based on rules and hierarchy
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Concertive control is often exercised through discipline exerted by
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workgroups and peers
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Feminist scholars believe that women in organizations can become marginalized in organizational life because of the dynamics of gender relationships within patriarchal organizational structures. T/F
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True |
research methodology for critical approach: interpretive
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gathers cultural data about language, motives, and actions, and makes judgment about the power relationships that exist in the orgnaization
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deconstruction research technique
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taking apart a text to reveal social and political meaning
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Assimilation Process
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trying to influence the adaptation of individuals through formal and informal socialization process
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Phases of Socialization: anticipatory socialization
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socialization that occurs before entry into the organization.
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encounter stage
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sensemaking stage that occurs when the employee enters the organization. Must let go of old roles and values in adapting to the new expectations.
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metamorphosis stage
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state reached at "completion" of socialization process. New employee is now accepted as an organizational insider.
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Content of Socialization: role related information
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skills, information, rules
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culture related info
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values, memorable messages
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6 processes in socialization
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-develop familiarity
-learn the culture of the organization
-feel recognized by others
-becoming involved in the organization
-developing job competency
-role negotiation
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Interviewing: Screening
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1. gather info in a structured way (inverted funnel)(close ended questions followed by open ended ones)
2. cue applicants through directed or leading questions
3. variability of interview questions
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Interviewing: information gathering tool
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ensure match between employer/employee. glimpse into future employee
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interview as a tool for socialization
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-can serve to ease a newcomer's adaption to the org should they be offered a job
-realistic job previews= realistic picture of their future job so they will be less likely to be disappointed
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newcomer information-seeking tactics
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overt questions
indirect questions-by hinting
third parties-seeks secondary source like coworker
testing limits-deviating from organizational rules and observe reactions
disguising conversations-disguise as part of natural convo
observing-watch behavior in salient situations
surveillance-making sense of past observed behavior
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Role Taking Phase:
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a manager describes role expectations to an employee and the employee attempts to fulfill those expectations with his or her job behaviors (Leader-member exhange theory argues that new leader-member relationships are typically marked during this phase)
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Role-making phase
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start to modify the role to meet your own needs
involves a negotiation process in which the supervisor/subordinate exchange resources in the further development of role definitions
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Role Routinization
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Established relationship between subordinate and superior
"in" and "out" groups
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organizational exit
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-little change/mergers
-process, not an event
-those left behind- have emotions too about "leaver"
-outgroup effect
-communicating exit and support for leavers and stayers
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