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PREVIEW
MESSAGE-CENTERED DEFINITION
Assumptions and Features
Communication is central to the existence of
the organization
Misunderstandings occur
Misunderstandings
“Instances in which people who are
communicating don’t 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 individual’s 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
one’s 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
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
Taylor’s 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
Taylor’s 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
Taylor’s 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
Fayol’s 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
Fayol’s 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
Fayol’s 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 subordinate’s role
Scalar Chain - Fayol’s 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”
Fayol’s Administrative Theory
Positioned communication as a necessary ingredient to
successful management