Professional Documents
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Deed
Deed
Theoretical Foundations
CHAPTER THREE
PREVIEW
The mere practice of observing peoples behavior tends to alter their behavior
(Hawthorne Effect)
Chester Barnard
Considered a bridge between classical and human relations theories
The Functions of the Executive (1938)
Argues for . . .
strict lines of communication - classical theory
a human-based system of organization
The potential of every worker and the centrality of communication
to the organizing process
Six Issues Relevant to Organizational Communication
Formal vs. Informal Organization
Cooperation
Communication
Incentives
Authority
Zone of Indifference
Indefinite
Structureless
No definite subdivisions of personnel
Results: customs, mores, folklore, institutions, social norms, ideals -- may lead to formal organization
Informal Organization - based on myriad interactions that take place thourghout an organizations
history.
Cooperation
Communication
Critical to cooperation
The most universal form of human cooperation, and perhaps the most complex, is speech
The most likely reason for the success of cooperation and the reason for its failure
System of communication: known, formal channels which are as direct (short) as possible,
where the complete line of communication is used, the supervisory heads must be competent,
the line of communication should not be interrupted, and every communication should be
authenticated.
Barnards system lacks relationship formation and maintenance mechanisms
Incentives
Authority
Should be available
Not discussed in detail
Associated with securing cooperation for organizational members
The interrelationship among the originator of the communication, the
communication itself, and the receiver
Authority of position OVER Authority of Leadership (knowledge & ability).
Marks the boundaries of what employees will consider doing without question,
based on expectations developed on entering the organization.
Three Assumptions
The average human being has an inherent dislike of work and will avoid it.
Most people must be coerced, controlled, directed, and threatened with punishment
The average human being prefers to be directed, wishes to avoid responsibility, has
relatively little ambition, wants security.
Assumptions
Participative Management
Two Central Features
The key element to Human Relations Theory, participation, was used only to
make workers feel as if they were part of the organizational decision-making
processes
Workers are told that they are important but were not treated as such
All people (not just managers) are reservoirs of untapped resources - manager responsibility to tap
physical and creative resources
Many decisions can be made more effectively and efficiently by workers most directly involved with
their consequences
Relationship between employee satisfaction and performance - improved satisfaction and morale
contribute back to improved decision making and control
Rensis Liker
Blake & Mouton (Blake & McCanse)
Assessment instrument does not represent personality traits of the manager -instead, indicate a specific orientation to production and people
SUMMARY