UNIT ONE Theoretical Foundations

CHAPTER TWO

Classical Theories of Organizations

PREVIEW
Review Chapter One Theoretical Relevancy Minimizing Misunderstandings Classical Theories of Organizations
Taylors Theory of Scientific Management Fayols Administrative Theory Webers Theory of Bureaucracy

Organizational Communication Foundations 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 DEFINITION

Assumptions and Features

Communication is central to the existence of the organization

Organizational communication is a complex process (creating, exchanging, interpreting, and storing messages)
Misunderstandings occur

Misunderstandings
Instances in which people who are communicating dont 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 Constructs

Organizational 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 individuals sense of membership in and connection with an organization.

Job Satisfaction
The degree to which employees feel fulfilled by their job and related experiences. A pleasurable or positive emotional state from the appraisal of ones job or experiences Linked to absenteeism and turnover

Communication Satisfaction
The degree to which employees feel that communication is appropriate and satisfies their need for information and work relationships

Communication Satisfaction (CSQ)

Eight Factors concerned with communication information, relationships, channels, and climate
Communication Climate Relationship to Supervisors Organizational Integration Media Quality Horizontal and Informal Communication Organizational Perspective Relationship with Subordinates Personal Feedback

Communication satisfaction is often considered the sum of an individuals 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 Theory
Describe Explain Predict Control Classical approaches to organizational management and early organizational theories were designed to predict and control behavior in organizations.

Classical Theories of Organizations

Emerged in early part of the twentieth century. Models were military and the Catholic Church. Features Strict CONTROL of workers Absolute CHAINS of COMMAND PREDICTABILITY of behavior UNIDIRECTIONAL downward influence

Classical Theories of Organizations: Relevancy and Metaphor

How 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 Machine

Organizations are viewed as if they are machines.
Managerial principles Modes of operation Treatment of workers Communication in the organization

Properties of Machines
Very predictable Rarely deviates from the norm Replace defective parts with other standard parts Specific rules exist regarding repair and specific roles

Organizational Application
Workers behave predictably-management knows what to expect Workers operating outside expectations are replaced

Minimizing Misunderstandings
Simple: Promote principles of SPECIALIZATION, STANDARDIZATION, and PREDICTABILITY
STRICT RULES & REGULATIONS regarding . . .
how work is accomplished, who could speak to whom and when, and managing through fear.

PROBLEMS
Creativity and intelligence are underutilized Increased dissatisfaction Decreased motivation and commitment to task and organization Decreased communication effectiveness and satisfaction

Distinguishing Classical Theories

Creative Application Skit
Theory Matchbook Definition Describe the theory in a nutshell Principles of Management Major Elements of the Theory Application in the Modern Workplace Personal Example(s) How are misunderstandings minimized? What new forms of misunderstandings are created? Unintentional by-products Contributions to occurrences of different problems

Taylors Theory of Scientific Management

Frederick Taylor (1856-1915)
The Father of Scientific Management Maximize worker capacity and profits PROBLEM: Get employees to work at their maximum capacity PRIMARY FOCUS: TASKS
http://www.northstar.k12.ak.us/schools/ryn/projects/inventors/taylor/taylor.html

Systematic Soldiering
Deliberately working slowly as to avoid expanding more effort than deemed necessary Reasons
Reduction in workforce due to decreased need Piecework system of remuneration - raise production requirements without increasing pay Rule of thumb training methods - inefficient

Taylors Theory of Scientific Management

Elements of Scientific Management
Scientific design of every aspect of every task
Time and Motion Studies

Careful selection and training of every task Proper remuneration for fast and high-quality work
Maximize output - increase pay

Equal division of work and responsibility between worker and manager

Underlying Themes
Managers are intelligent; workers are and should be ignorant Provide opportunities for workers to achieve greater financial rewards Workers are motivated almost solely by wages Maximum effort = Higher wages Manager is responsible for planning, training, and evaluating

Taylors Theory of Scientific Management

Application in the Modern Workplace Assembly Line Plants as Prototypical Examples Prisoners of Taylorism System of Remuneration (quotas - commission) Re-Design - Reengineering Benchmarking Data are used to refine, improve, change, modify, and eliminate organizational processes Lean Manufacturing

Fayols Administrative Theory

Henri Fayol (1841-1925)
General and Industrial Management Principles and Elements of Management - how managers should accomplish their managerial duties PRIMARY FOCUS: Management (Functions of Administration) More Respect for Worker than Taylor
Workers are motivated by more than money Equity in worker treatment

More PRESCRIPTIVE http://www.lib.uwo.ca/business/fayol.html

Fayols Administrative Theory

Five Elements of Management -- Managerial Objectives Planning Organizing Command Coordination Control Keep machine functioning effectively and efficiently Replace quickly and efficiently any part or process that did not contribute to the objectives

Fayols Administrative Theory

Fourteen Principles of Management (Tools for Accomplishing Objectives)
Division of work - limited set of tasks Authority and Responsibility - right to give orders Discipline - agreements and sanctions Unity of Command - only one supervisor Unity of Direction - one manager per set of activities Subordination of Individual Interest to General Interest Remuneration of Personnel - fair price for services Centralization - reduce importance of subordinates role Scalar Chain - Fayols bridge Order - effective and efficient operations Equity - kindliness and justice Stability of Tenure of Personnel - sufficient time for familiarity Initiative - managers should rely on workers initiative Esprit de corps - union is strength loyal members

Fayols Administrative Theory

Positioned communication as a necessary ingredient to successful management
Application in the Modern Workplace Fayols elements of management are recognized as the main objectives of modern managers Planning - more participatory Organizing - human relationships and communication IMPORTANT TABLE 2.1 Comparison of Managerial Skills (p. 32) Especially applicable for large organizations (military)

Webers Theory of Bureaucracy

Max Weber (1864-1920)
German Sociologist Theory of Social and Economic Organization (1947) Principles and Elements of Management - describe an ideal or pure form of organizational structure (general policy and specific commands PRIMARY FOCUS: Organizational Structure Worker should respect the right of managers to direct activities dictated by organizational rules and procedures More DESCRIPTIVE
http://www2.pfeiffer.edu/~lridener/DSS/Weber/WEBRPER.HTML

Webers Theory of Bureaucracy

Bureaucracy allows for the optimal form of authority - rational authority
Three types of Legitimate Authority
Traditional Authority - past customs; personal loyalty Charismatic Authority - personal trust in character and skills Rational Authority - rational application of rules or laws

Webers Theory of Bureaucracy

Tenets of Bureaucracy
Rules Specified sphere of competence Hierarchy Specialized Training Workers do not own technology No entitlement to official position by incumbent Everything written down Maintenance of ideal type - bureaucracy

Webers Theory of Bureaucracy

Concerned with describing the ideal structure of an organization Cornerstone: existence of written rules The rational application of written rules ensures the promotion of legitimate authority and the effective and efficient functioning of the organization.

Webers Theory of Bureaucracy

Application in the Modern Workplace Large organizations guided by countless rules are bureaucracies Linked with inefficient, slow-moving organizations Organizations have several characteristics of bureaucracies

SUMMARY
Classical Theories of Organizations (p. 36) Taylors Theory of Scientific Management Fayols Administrative Theory Webers Theory of Bureaucracy All 3 theories attempt to enhance managements ability to predict and control the behavior of their workers Considered only the task function of communication (ignored relational and maintenance functions of communication) Designed to predict and control behavior in organizations

NEXT WEEK
Read CHAPTER 3: Humanistic Theories of Organizations (pp. 39-62)

Human Relations Theory

The Hawthorne Studies McGregors Theory X and Theory Y

Human Resources Theory

Likerts Systems Theory (Four Systems of Management) Blake and Moutons (a.k.a. Blake and McCanse) Managerial Grid