Org Comm

symbolic racism

- Expression of feelings (fears) that a minority group threatens the political, economic, and/or social power of the majority

tokenism

- Including a few (select) members of one group in order to demonstrate that you are not prejudice against the entire group

old-fashioned racism

- Overt displays of bigotry; judgments of superiority and inferiority; dehumanizing minorities

aversive racism

- Overtly demonstrating feelings of racial equality and fairness while covertly maintaining racist beliefs, attitudes, and/or behaviors

org role

- assume custodial, caretaker or team member roles for those that accept the values and practices of the org as a response to institutional strategies -content innovators: conform to values and practices but look for opportunities to improve their work situation and org- improving (i.e finding shortcuts) efficiency and work condition -role innovators : look for ways to change their roles to better suit their interests and needs - including responsibilities and ecpectations (I,e may ask for additional responsibiliesi and duties in an effort to make work more interesting and so may become the new teller trainer for the branch) - revels reject the values and practices of the org

critical assessment (critical perspective) of strategic management theory -what perspective does Taylor assumed to hold between who -what is the goal -where is control for taylor -how did taylor divide concepts and what concepts -division of what kinds of labor and what do they do -what happenes if managers gain monoply over work knowledge -what is taylors focal point how was the individual worker viewed -why was comm between workers problematic for Taylor -what was it trying to cure -what was the role of communication

- believe that Taylor assumes a critical perspective, between capital and antagonistic relations - basic goal is to adapt the workers to the need of capital however workers are not adequately controlled, because they hold the labor process generally knowing more about the work done than managers -for Taylor control is in the hands of management - believe that Taylor divided the concept of work and execution whereas the old craft made it one (craftsman designed and made the shoe)- order is broken to control it - division of mental labor and physical searches to alienate workers from their jobs- their autonomy and deicison making is minimized -managers gain monopoly over work knowledge and work further divided tasks, workers become increasingly deskilled -focal point for Taylor is human bodies- take control of the labor process from workers and place it in the hands of management advocating development of a vast body of knowledge about work processes, so that work was done in precise ways - viewed the individual worker as his basic unit of analysis and neglected the social dimension of work - comm between workers was problematic for Taylor because it let to system-soldiering (rooted in one-on-one info transmission between manager and worker) -saw workers motivated by economic incentives -thought it would cure society ills -rationality and efficency=moral good (thought society was disordered and if they followed principles the order would be restored) -comm was mechanical- talks about cooperation between workers and management, his conception of org com seems limited to manages accurately transmitting info about work task to employees

open system -exchange of info -process/ human body example -process using an org exampe ​-univsity e​xample -raw materials -negative effects of completly​ open system

- biological and social, exchange information and energy with their environments - taken into the system, transformed through various system processes and put out as something different i.e human body takes in food, oxygen and liquor and through bioligical processes transforms these into heat, action and waste products -takes in money, people, info and through org process transforms these into consumption or services to a community - university system has numerous inputs, including state and private funds, employees, staff, which all interact in various ways and in the process transformed into outputs different from init​ial input -raw materials are transformed into classrooms and lab spaces for professors to interact with students to create more knowledge, faculty use resources (libraries, databases, grants) to produce original knowledge that in turn becomes a new system input to be taught in college classrooms, graduates students interact with faculty and utilizing university resources (libraries, database,grants) to earn the title "DR" and becoming inputs of the other university systems - a completely open system would have no structure or boundaries and lack distinctiveness from its environment

disciplinary control -how did it emerge - what is the direction of flow of control - what did org nad​ employees move to -how is instability relected not only in peoples high mobility in the job marketing but also -project of self -self-discipline in indiviudal​ -how are the organization a subject and object -example (career-oriented) -i.e (lives of college students)

- bottom up- focuses on employees own production of a particular sense of self and work identity - emerged as relationship between organizations and employees has moved to free agency and a climate of much grater ​instability in the job market - the instability is reflected not only in peoples high mobility in the job marketing but also in the fact that the self (identity of each employee) has become a project each individual must constantly work on -Individuals engage in forms of self-discipline in which the creation and continual improvement of an "entrepreneurial self" is a goal -the individual is both the subject (autonmously ​​making his or her own decisions and choice of goals) and object (the target of both self-discipline and cooperate and other institutional efforts to shape identity) of knowledge - i.e we see ourselve​s as career oriente​​d not because humans are naturall​ ​predisposed to having careers but because there are numerous socitial​ discourses, bodies of knowledge, and experts that construct us as career oriented (i,e the shelfves of books giving expert advice on career success at any bookstore, all which claim to have the answers) - i.e day to day lives as college students - students are willingly pursue these punishing schedules because they see it as necessary for the continual process of career advancement; spending 4 years as goals that are continious self- improvement (self-disciplinary- activity to distinguish ourselves from one another and make marketable to potential employers -employee's control themselves "by creating their own self-disciplined practices- follow in lines of the organaization and when you go against the org the group disciplines you- afriad of hurting disciplinary of group of when you want to take off because they will have to pick up your slack

bureaucratic control -what types of society does this come from and how do org members gain achievement -where does control exist -how can it be effective -i.e (smooth day for college student) -example (requesting off or CEO)

- central feature of western democratic societies, enabling organization members to gain advancement on merit rather than based on ones connections - this control exists as s system of rules, formal structure, and roles that both enable and constrain the activities of organization members -can be effective in coordinating and controlling organizational activity i.e the smooth running of your day on campus as you moe from class to class would be impossible without an efficient bureaucratic system that carefully coordinates the schedule- times to the minute- of every single student and faculty member - if you want to request off there is a formal way of doing do or wanting to get ideas passed cant go directly to CEO there is a chain of command to go to first - written or formalized rules

issues of conduit model: -what does it ignore (4) -what suggestions does it make -success without effort reprocussion of perceiving comm as easy -how does it relate to problems

- conduit model ignores significant comm issues such as 1.the potential ambiguity of meaning in all comm acts, 2.and the comm by speaker of unintentional meanings. 3.the role of receiver creating the meaning of any comm act and the 4. need for redundancy in making sure messages are undestood by others - make the suggestion that the metaphores lulls us into the belief that comm is fairly easy and unproblematic activity that requires little effort. - success without effort orientation can be server repercussions in organization where the degree og complexity of structures and meaning systems makes good comm a priority- - when conceived easy and effortless then it is frequently overlooked as the cause of org problems or when managers identify comm problems in org, they frequently apply over simplistic solution that overlook the complexity of the comm process

goal of socialization process

- divestiture socialization: (strip away and deny certain personal characteristics of the recruit) i.e military org uses a very harsh orientation program to strip away many of the personal expressions of uniq​ueness of newcomers and strip them nonverbally by having them wear the same uniforms, same haircuts and sleeps in the same barracks - investiture socialization : (ratify and document the viability and usefulness of those personal characteristics they bring with them to the org) i.e Google wants new employees to bring all of their uniqueness characteristics and new ideas to the org

encounter outcome boundary passages

- functional : org divided into different department and there are boundaries between them . - clear distinctions between departments about their own work or functions to complete i.e tellers don't give out loans or investment advisors do not cash checks - hierarchal boundaries: work rank or status in the org i.e climbing the corporate latter i.e loan department is considered higher status than customer service - inclusionary boundaries: who is influenced and part of the decision makers vs who is more on the fringe or edge of the group i.e new tellers cross boundary when they become trained but remain the periphery until they demonstrate that they are competent and reliable workers might have lunch with groups or exchanging insider info

social strategies- 4 dimension

- group vs individual socialization- (whether newcomers are put into groups or experience it separately) - forms vs informal socialization (whether newcomers are trained away from work site where they can practice or receive their training on the job in situations where they do has consequences for the org or its customers) - combining the two dimensions is also possible - small org typically do informal, individual socialization while larger org hire multiple employees of formal, group socialization and then followed by informal, individual where members learn the skills for their own task - thir​d dimension is serial socialization (a role model or mentor is available to help newcomers learn their jobs. the role model is someone who has served the same model- .e a supervisor or predecessor who has had the same position) - disjunction socialization they have to learn on their own (I.e when the predecessor left the org and are not available or because position is newly created so no one has experience)

Bureaucratic theory (weber​) -what type of development and examiniatio​n​s -what kinds of questions were asked (example) -what was the primary goal -what was rejected -what did Weber focus on/inters​t​s -what lense did he study organization/break down

- historical development of various civilization through the examination of political, legal, religious and economic systems -asked questions such as, what is the connection between religious systems and development of particular economic structures and org i.e analyzes the influence of protestant religious doctrine on the development of capitalism in the United States and Europe. In this study, he shows how work and the "gain spirit" were elevated in the 19th century to a moral duty in everyday life—accumulating wealth was seen as a means to acquire grace -saw the primary goal of scholarship as developing a description body of historically valid truth -rejected historical materialism thought to explain society through eco​nomic model, weber a​rgued instead that no single causal model could explain societal development change -power was his focus - interested in how power emerged replacing monarchies and capitalist systems -studied org through social, political and economic process of expelling it -economics was only one elements of examining political, religious and legal elects

hierarchy

- important system of the systems perspective. -process info and function across multiple level -made up of interrelated and interdependent subsystems; it is a subsystem within a larger supra system -systems are related and may change in one level to produce change throughout system i.e university of north Caroline, my department can be viewed as a open system with discrinct identity and permeable boundaries, allowing it to take in resources such as a budget, student, faculty contribution. but it also a subsystem within the college of arts and sciences which houses 70 departments which compete for budget allocation and student majors - increase in budget allocation might negatively affect our own system. The college of arts and sciences are only one college among many and must compete for resources with the other colleges within this university (medical, business) , the UNC chapel is 1 of 17 in North Carolie university system, so the chancellors from each campus compete for resources at the state level. - systems are hierarchal and made up of subsystems and embodied with supra systems

outcomes of strategies

- institutionalized; strategies (newcomers adopt to the org)- reduce uncertainty for newcomers by comm clear expectations -experience more role clarity, more committed to the org and are more satisfied than those of individual -Individual (communicates that the org accepts the newcomers and is willing to adjust and adapt to them)create more uncertainty by allowing newcomers to experiment more in their roles, - but there is more involved than just strategy, such as content comm

critical perspective -how is reality produce -what take a role in the process of reality construction -different social groups -visibility of power -process of org meaning cannot be undestood without what -interst groups -example -what are the implication:what shoud we ask -example (low level employee) -example- christmas party -postive of this/negatives

- reality is a product of the collective com practices of social actors -role of power, or control in the process of reality constructions -different social groups have diff levels of access to symbolic and communication resources thus the way reality get constructed relflects the ability of powerful groups to shape this process -power is often hidden, work in subtle ways to shape the way in which people think about and experience world -process of organization meaning construction cannot be understood without examing organization as political structures where power plays a central role -different interest groups vie to shape the organization meaning that constitute reality for members; i.e management for example might attempt to engineer a certain organizational culture they expect employees to internalize, while employees may actively work resist that culture (i.e making jokes about it or ironically following its principles) because they see it as an effort to manipulate them into working harder -ask how certain meaning systems are created through comm and symbolic practices of org members and how these meanings in turn sustain or resist certain organization power relations -ie low level employee trying to put one over on the top guy- actually reinforces the strong sense of hierarchy and importance of rule - creating a social reality for organization memers that subtly reinforce what is appropriate and inappriate behavior - Christmas parties can function to subtly reassert the worldview of the management elite in the organization -Ideas of progress and emancipation have that have immense progress in science and technology leading longer qualitative for people and on the other hand creating control that exploits people for profit

direct control -defintion -superior-subordinate -hiring employees and their function -how is work affected -example -overarching def

- simplest way to control employees in explicit ways and then monitor their behavior to make sure they are performing adequately. -superior-subordinate control- former has the authority to coercec the latter into working in specific ways - employers hired to make sure that workers diligently perform their tasks rather than take long breaks to talk to coworkers (clock time ruled) - work closely monitored by supervisor -controlling bathroom breaks -individuals explicitly monitory behavior

interpretive perspective -what is another name for it and how does it see relationship of comm -how is it different from functionalist perspective -comm constituating identity and reality issues -truth/ how is this a concern -connection -org culture research - how does it view the world -- not as containers in which comm occurs, but -

- social constructionism, this perspective sees a direct relationship between communication processes and who we are as human being - rather than viewing comm simply as a conduit, or vehicle, for expressing already formed ideas about an objective world, the interpretivism sees comm as actually constituting that world -if comm constitutes human identity and reality, then we can no longer easily separate self, other, and world on the one hand and communicating about those things on the other hand - there isn't an objective truth waiting to be discovered, human create realities as they interact together making the belief in predictive, generalizable models of human behavior. may be a concern with generating deep understanding of the ways in which humans create complex systems of meaning -claims a close connection between comm and social reality - believe comm creates organization rather than within org -organizational culture focus on everyday behavior of org members, showing how their orfinary comm practices are the basic stuff of what organization are - comm events are constituting organization -researchers study stories, metaphors and workplace humor which is fundamental to how organizations collectively shape their social reality -world is symbolic and symbols allow us to live a meaningful , coherent existence. - we have no direct access to the world around us, which is always mediated by language, symbols and comm practices - not as containers in which comm occurs, but as comm phenmena that come into being through the everyday comm praactices of their members

Organization as systems of communication -social org ar​e what -Important ta​sk that it performs (example) -what org are related and what type of system do they have and how are they related -what does this theory focus on -4features -behavior can only be understood through what

- social org are open systems -. In fact, one of the most important tasks that a system performs is in selectively receiving information and resources through a process of coding and interpretation. For example, the human body selectively processes inputs; if we eat something that cannot be digested or is poisonous, the body will not process it and will evacuate it. -Human organizations such as corporations, nonprofits, volunteer groups, street gangs, fraternities and sororities, and so on can all be viewed as open systems with relatively permeable boundaries that must selectively code and interpret potential inputs. all trying to make sense of whats happening around them) -focus on social actors meaning and sense-making processes, comm is only meaningful within a larger social system - 4 features: -all behavior is comm (i.e sitting alone at a crowded bar and staring straight displays comm that he doesn't want to comm with anyone) -Intent nor necessary for comm to occur- can intent not to comm but comm anyway (interpretive) i.e professor may close door to keep noise from the hallways but quite open to visitors -comm is relational and contextual, meaning and sense making are shaped by social context and participants involved (system it occurs) i.e. students often find it weird to run into professors off campus, as if they don't live normal lives in other social context - everyday life consists of ongoing streams of behavior, which punctuation (like periods and commas in written texts) organizes into meaningful units. i.e the husband who claims he withdraws from his wife because she nags at him, while his wife claims she nags at him because he withdraws from her. These competing punctuations make sense of the couple's relational dynamic in opposite ways -behavior can only be understood by examining from the perspective of the comm system that it occurs

view of org interp

- social/symbolic creations of collective and coordinated actions

functionalist perspective -how can it progress and emancipation be achieved -what theories does this exaplain -generalization -example -how is comm conceived -seperation of worlds -transmition was effects comm

- the practitioners of this discourse believe that progress and emancipation can best be achieved through a process of discovery, in which the application of scientific principles gradually and progressively illuminates the world for us -theories that go with this: scientific management, bureaucracy and human relations theory -make generalization of human behavior due to the implications of this discourse -i.e research on the relationship between gender and leadership she is concerned about measuring quantitatively, make generalizable claims about the diff and similarities between male and female leaders in org — comm is conceived as internal ideas are externalized, comm is a vehicle or conduit through which thoughts and knowledge about the world can be shared and expressed -comm about the world and the world its self is separate -transmittin info efficiently from sender to receiver -said comm was an issue due to noise, channel, redundancy , info (helps us understand how comm works)

how do individuals manage uncertainty

- they manage their uncertainty through cognitive processes without seeking info or communicating with others i.e newcomers may simple assume that what they did in the previous org will be appropriate in the new one. they also may simply imagine what they think their supervisors would tell them. They have reduced their uncertainty about completing a task but they may or may not be correct -due to competing motives , the need for impression management may cause them to avoid asking for info to avoid appearing incompetent. As a result an individuals goal is not always to reduce uncertainty but to manage that uncertainty so that it doesn't create problems - i.e accepting or tolerating uncertainty in some cases and seeking info in others

how do postmoderns view comm -view -rejections -what is real =discourse -example -purley text -org text -deconstruction -disciplinary control

- view it as a way to break comm from the world -reject a set of condition in the world -com. is what is real with the world having a secondary status -we only have access to discourse which is what is real i.e Paris Hilton is a famous person known by millions but she has no talent so why? the postmodern answer would that she famous for being famous. She has no substance as such, other that the way she has been carefully branded with a particular identity constructed for her - her fame is dependent on her ability to remain in the public eye, on her appearing regularly on access Hollywood- her fame is totally depends o her (in)fame. - they are purely text: don't exist outside of the media reality that created them - organization text, such as stories, show how meaning is imposed on organization members and obscure other possibilities -called deconstruction- organization are not the stable structure they appear to be but are actually relatively precarious systems of meaning fixed more by the dominance of a particular worldview -disciplinary control shape the organization - how they construct employee identity to the dynamics of workplace control and resistance to culture enterprise

organizational comm: -key questions to ask -goals of org (11)

- what is the goal of an org -what is the role of comm within an org -what metaphors best describe what an organ Is Goals: -munimize cost -commitment and constraint of empployees -organization flexibility and change -maximizing work time -behaving predictably -asserting collective values -devleoping professional relationship -effieciency -rationality -Intensifying the labor process -disembodiment

hawthrone effect: relay assembly test -explain the experiement -what are workers motivated by

-, five women were separated from the rest of the workforce and set to work in a special test room. The women were subject to a number of experimental changes in the conditions of their work, including a much less variable work task, shorter working hours, more rest pauses, freer and friendlier supervision, and a new wage incentive system. The women's output increased by 30% over the first 2 years of the study, and the researchers came to the conclusion that, although the physical changes and new incentive system had some effect on productivity, much of the increase in productivity could be explained by the new system of friendly, "laissez-faire" supervision - in which workers respond to the personal attention paid to them by supervisors, became known as the Hawthorne effect. - workers appeared to be motivated not merely by economic incentives (extrinsic motivation) but also by their experience of, and attitudes toward, the work process itself (intrinsic motivation). What workers were thinking and feeling while working became subject to intense scrutiny.

hawthrone effect: interview program -explanation -what was the purpose of it -what were the interviews called -it was aimed to imporove what for their attitudes for work

-Armed with the knowledge that workers actually possessed a whole set of opinions, thoughts, and feelings about their work, investigators launched a massive interviewing campaign aimed at providing employees with the opportunity to express those thoughts and feelings - It should be stressed that the purpose of these interviews was not to collect information from workers in order for management to address their concerns but, rather, to allow work- ers to "let off steam" (they were called "ventilation" interviews) and thus experience psy- chological and emotional improvement in their attitudes toward work.

role of organizational comm facilitates: Interdepdence (​university composition example) -differentiation of tasks and function (di​vision of labor) -goal accomplishment (pollution example) -control- what does control do to modify things

-Interdepdence- without being affected by other org members and org - intricate webs of interconnected communication activities i.e universirt​​y consisting of students , faculty, etc that shpe​ ​and being shaped by the other - org depdent ​​on outsourcing processing, comm tech, leveraging finance to floursih and any change in each of the systems can change the system -differentiation of tasks and functions- di​visi​on of labor, members specialize in particular tasks and the org as a whole is divided into departments ​, more can be produced when man​ufacturi​ng process is divided into specialized tasks than if its​ performed by a single individual -goal accomplishment: sometimes they have conflicting goals and may conflict with interest groups - i.e in eff​o​rt to increase profit they may pollute environment, lay off workers, etc- the environment may inflict a particular goal onto them - ie quaterly ​reports forcing org to produce more and dont ​care about things such as the environment -control- goals of org and workers sometimes conlict ​and thus control is needed to coorinated,​ goal-orientated behavior - not problematic but has negative consewunces ​for employees

sense making (Weick) -hoe are org composed -how do individuals figure out org life -how is org reality created -org happens how /what is the goal -what stages does it go through -how do people make rational decisions --people don't work in org, they engage....

-Organizations are composed through organizing processes -Individuals figure out organizational life through retrospective sense-making -Language creates one's organizational reality -THUS: Organizing happens through ongoing sense-making Goal is to reduce equivocality goes through the stage of environmental change, enactment to selection to retention -people make rational decisions based off of analysis of carefully gathered info -people don't work in org, they engage in org processes and continually try to make sense of the processes in which they are participating

feminist perspective -what does it address -what have organization been what -field of managment -goal​ of theory -libeal ​feminist argue radical feminist argue -critical deminist​ argue -what does this perspective focus on -disc​ourse of empowerment focuses on -example -what are we moving toward -interst in what

-address the question of voice - organizations have been blind and def to the question of gender -field of management has examined organizational life as if only one the male gender exists and excluded women from anything besides low-paid, entry level position -goal of this theory is to address the exclusion of women voices -liberal feminist argue that creating a level playing field to provide women voices and opportunity in organization -radical feminism argue that creating a level playing field simply leaves patriarchy (male domination) intact and women need to create alternative organizational forms free from male oppression -critical feminism take the position that org are gendered structures of power, gender is an everyday, constitutive feature of organizational life that implicates both male and female - this perspective focuses on the relationship among gender, power and organization to understand organizational practices and structure - discourse of empowerment focusing on gender as construct around which power is exercised i.e how organization tend to exclude women from managerial position b hiring them as "tokens" who are set up for faultier in make dominated environments - moving to see how power and org comm interact to create different kinds of gendered identities, including felinity and masculinity - interested in how men and women "do gender" (perform gendered identities)

scientific management - what did it change -expropriation -what was this principle free from - capitalist view -what is the best way to speed up productivity -different types of division of labor (social and manufactored definition) -examples -- from the latter point of view the ideas that mangement skills were rooted -why did it get backlash - what does taylor say is the only reason why his system may not work -whats an indicator of his system -what were workers motivated by

-changed how control is exerted - expropriation: workers are separated from the means by which to engage in production of good, they can produce goods only by selling their labor to other -free from legal constrains (slavery) - from the capitalist point o view, the purpose of employing workers is the expansion of a unit of capital that belong to that capitalist -best way to speed up productivity is through division of labor -social division of labor divides society into different occupations(maintains organic connection between the worker and his craft) -manufactoring division of labor- operations of particular products are seperated from one another and they are assigned to different workers(ruptures that connection and turns the craftsman into an unskilled detail worker) (i.e skill to make pins is not fragmented into one workers but rather fragmented among many) - from the latter point of view the ideas that mangement skills were rooted in scientific principles rather thn being inherent in a superior class of men - it will not work because of the lack of understanding how his system operates -time is an indicator but it was said that managers should focus on motion rather than time to reduce fatigue of workers and increase efficiency of work - believed workers were motivated by economic incentives

closed system - def - negative effects -example -degree of systems -completly ​closed systems are...

-closed systems: A system is open or closed to the degree that it can exchange information and energy with its environment. A closed system cannot adapt to environmental changes and is more likely to move toward entropy.- lack of interaction and information exchange with their environments - entropic and cannot resist disorganization and disintegration - i.e cults, which close themselves off from the rest of society in order to prevent contamination from unbeliever; societies ruled by autocratic gove - no system is completely open or closed - completely closed system is unthinkable, even cult needs to communicate with its environment to recruit new members

research goal interp

-develop thick description of cultures -Insight and understanding

contribution of this theory by other contrubtors: -element of time/argued that managers should focus on -what is the basic unit of motion called -what are workers motivated by -how was work tasks redisgned -happinuess minutes were - how were employes an element of this (example) -what does the critic of this theory imply about taylors treatment of workers

-development of time and motion studies -time as an indicator of how efficiently a job was being performed , argued that managers should focus on motion rather than time -therblings- basic units of motion -redesign work tasks, making them more effieceny by eliminating unnecessary movement to increase efficiency and reduce fatigue -workers were motivated through satisfaction in performing tasks to achieve optimum performance - happiness minutes: enthusiasm workers displayed once they began to thinking about their own efficiency challenges -Involving them in decision making (suggestion boxes) -believed Taylor treated workers as merely bodies neglecting psychological dimension

one best way -scientific management -what did this theory address - history - why would workers resist working harder rate busting -why did taylor want to replace old system - systems of new management. (scientific job design, scientific selection and training, cooperation between managemtn and workers, equal division of work between management and workers) - what is needed for this to be a complete mental revolution - what postive outcomes does this theory have

-effeicent ways to work that addresses relations between employeres and employees - in the 20th centry employers were trying to get employees to work harder but employees were restricting their outputs (system solidiering) - "for men to take it easy" -seems contradictory of why wokers would want to slow down systems to worker harder and hide progress from employers because they were oaid by peice but it was because employers lowered the peice rate as the workers output increased (collective resistence from workers not just individuals) -workers policed eachother to make sure that no one passed the rate busting which would jeoperdize the peice rate/ many members were in work groups which would enforce guilt on such workers that didnt comply with other workers -taylor wanted to replace the ordinary management old system srooted in rules of thumb, thus work didnt have to revolve around conflict but based on cooperation and mutual benefit - zero sum of win win Scientific managemen best ways of working - scientific job design-each element of the work task is designed according to scientific principles, thus replacing the old "rule of thumb" method of ordinary management (how the systems worked) -scientific selection and training of individuals workers- each worker is matched to the job for which he or she is best suited and then trained in the necessary skills. This differs from the system of orginary mangement, where workers choose their own work and trained themselves (dividing members into departments based on skills needed i.e if a job required a tall person they would be hired to do that job) -coopertion between management and workers- in order to ensure that all the work being done correspondes to scientici management principles, mangers supply a supportive supervisory environment that provides workers with a sense of achievement -equal division of work between management and workers- under this principle, management assumes the responsibility for scientifically designing tasks and planning ahead. under the old system workers are responsible for both the planning and labor of work. Under the new system, managers develop the laws and formulas necessary to design and plan tasks scientifically (downward comm- managers tells workers what jobs to complete) -workers and manageers have to recognize benfits for it to be a complete mental revoluation - increases productivity, cheapens cose of consumer good, and raises the income of workers

equifinality/ multi finality -def of equifinality - properties of what kind of system -reflect what -multifinality refers to - with a closed system, knowledge of the initial condition means -example --open systems the degree of complexity and interdependence means -- nonhierarchical lattice structure of organizing in which employees are given autonomy to make connections with others in ways that will always facilitate creativity in product creation (WHAT RULES) -- managers and owners primary goal of inputs is profit making, other stakeholders might pursue different goal- customers see the goal of feeding their family in healthy ways, single customers see it as dating system and employees see it as employment with the goal of moving up- (WHAT RULES)

-equifinality: The ability of an open system to reach the same final state from differing initial conditio - final properties of an open system - reflect the dynamic, process oriented and interdependent character of a system -multifinality refers to the ability of a system to reach multiple groups and states from the same intuition conditions and output. - with a closed system, knowledge of the initial condition means that one can predict the final state -I.e the result of a chemical reaction in a test tube is known if one knows the composition of the initial substances -open systems the degree of complexity and interdependence means that no such prediction is possible (terms capture the creativity and dynamics of an open system) - nonhierarchical lattice structure of organizing in which employees are given autonomy to make connections with others in ways that will always facilitate creativity in product creation- system of equifinality rules (permutations in terms of how employees interact and create functioning workgroups - managers and owners primary goal of inputs is profit making, other stakeholders might pursue different goal- customers see the goal of feeding their family in healthy ways, single customers see it as dating system and employees see it as employment with the goal of moving up- makes it a multi finality (realizing multiple goals from the same intial condition)

holism (systems) -systems principle of what/ definition/how the elements of the system function -general science of?? -example (automobile) -deciion making- explanation and TV (eXAMPLE) negative effects -example (george W. Bush)

-holism: The systems principle of "nonsummativity"—the whole is different from the sum of its parts. The elements of a system, functioning interdependently, cannot be aggregated; - general science of wholeness i.e collection of automobile parts will not function as a car unless it is assembled in the current, interdepdent m​anner; an assembled car plus oil and has fun​ction as a holistic system in a wa​ that the aggregate parts do - collective interdependent activity functions holistically to enable decision making and creativity that would not be possible with aggregated working independently i.e TV industry shows employ teams of writers to create script; such teams function holistically in the sense that their creativity emerges from the energy if the dynamic interaction- wouldn't function from them writing interdependent - can have negative effects - holistic quality of groups lead to poor decision maki in the decision making process by eliminating dissenting opinions and only consider info that support the groups worldview (closed system, limiting info from their surrounding environment) -President George W. Bush's decision in 2003 to invade Iraq on the basis of flimsy evidence about the existence of "weapons of mass destruction." President Bush's decision- making team chose to ignore evidence to the contrary and relied on information that supported their case for invasion

homostasis ​​-DEF -permeability -feedback -open system --simplest system maintaining homeostasis

-homeostasis: The ability of an open system to maintain a steady state by adapting to changes in its environment. - all systems maintain a degree of permeability with their environments this allowing info and energy to flow across system boundaries, allowing them to receive info that provides intelligence about their own functioning in relation to their environment -feedback enables system to perfromance to be monitored and corrected if necessary -open systems are always able to adapt to change in environment this combating entry -simplest system maintaining homeostasis is a thermostat- operated from negative feedback detects variations in room temperature and seems single to the heating/cooling system to adjust - if the heating goes to high the thermostat will show an error signal

tech control -what kinds of control is this and what does it control -example of this -management perspective -example of fast food restaurants- -service eceonom​y -how are customers socialized to this technogy -​what other forms of control may it impose and how does that effect ​employee behavior

-less direct form of controlled excessed on employees through various kinds of organization technology - controls the work people do and the speed at which they work -I.e Henry fords conveyor built assembly line - for a management perspective this form of control has the dual benefit of being able to dictate the workers rate of production and also confirming the worker to particular location (limiting their ability to socialize) i.e computers in fast food restaurants regulate down to the second every task performed by the employee or McDonalds dispensing of soda is controlled to make sure the right quantity is released into the cup (employee has no room to exercise discretion) - customers are subject to technology in businesses dedicated to se​rvice economy, such as hard seats encouraging them to eat and run and menu items are placed in highly visible locations so the customers are ready to deliver their orders as soon as they arrive at the head of the line -customers are "trained" to line up to place orders and to bus their own trays to increase efficiency - technological control in electronic surveillance is widespread - employees don't know if they are being survillanced​ and thus forced to behave all of the time -use tech to monitor or manipulate behavior

uncertainty reduction overview -what is it -what do people have uncertainty about (4)

-newcomer face this as they experience a great deal of uncertainty during the encounter phase as new work, supervisors or new coworkers uncertinaty about: -task-related (what jobs actually entails, whether there are specific procedures or norms for doing the task, how they will be evaluated for doing their jobs) -relational uncertainties (how to relate to peers, supervisors and other members. About how to interact socially as friends. About people throughout the org like customers or clients and suppliers.) -broader organization- (don't know the culture or norms, stories or language to the culture that they may have trouble understanding) - power relations- (some people are more influential in the org than others, power may or may not be reflected in titles - they have to determine who is influential or thinks they are influential)

Interrelationship and interdepdncene​ parts (systems) -effect -how are elements organized - what does it lack -i,e (climate change) -example (students (example recession)

-one part of the system can effect the entire systems (how change effects) -elements dependent on each other -lack of linearity and predictability -I.e climate change: human create emission and greenhouse effect raises temperatures which has multiple effects - melting of arctic ice, glaciers, deconstrucn of reeds , weather change -collective activity is difficult to image without connection between actives, people and unites -I.e students rely on faculty for classes, for services (cafe, registration) alum to fund fellowship and faculty needs students to teach and administration to uphold tenure i.eFor example, a lengthy economic recession can create indirect effects such as larger class sizes: A recession means higher unemployment, which reduces a state's tax base, leading to reduced budget allocations to colleges; thus, fewer instructors and professors are hired, and class sizes must increase in order for students to graduate on time.

info seeking strategies

-overt questions (if uncertainty about how things are done they can go to the source of uncertainty, supervisor and simply ask a questions) but impression management makes them not do this approach - indirect- make a statement the implies a question i.e. in my old Job, we did this job this way or I just can't seem to figure out ow to get transactions don't quickly as the rest of you. -disguising conversation: talk about a topic in hopes of gaining info i.e one of the interesting things about this job is getting a chance to ... -third party inquiry: instead of questions the source of uncertainty, ask someone else i.e so what do you think our supervisor would want me to do in this situation -observation: consciously observe someone to gain specific info i.e an employee watches coworkers to see if they cut corners or follow standards operating procedures -survillance- be alert for info in general i.e an employee happens to notice that everyone weaves causal clothing on fridays -testing- intentionally breaks norms to gain info i.e employee takes an extra 10 minutes for lunch to see what happens - consul documents- read org manuals or electronic documents i.e an employee finds the employee handbook online to look for a policy statement

-rationalization: crit​ical perspective of weber -what kind of practice -what did it increase/Decrease -what was it also referred as -example (how do they try to compensate for rationalization-mom and pop) -example of university admissions

-process by which all aspects of the natural and social world became increasingly subject to planning, calculations and efficiency. -Increased growth of capitalism but also led a narrowing of human vision and limited appreciation of alternative modes of existence -"Iron cage of bureaucracy" was how he referred to this example shift from shopping at mom and pop stores to department stores and mall stripping enhancement - department stores are cheaper, efficient but destroys connection and community to one another - they try to compensate for rationalization by employing greeters and instructing employees on how to be friendly (form of rationalization in itself to increase profit) -universities admissions look for ways to increase efficiency and accountability. Professors increase pressure for quantitative assessments of classroom performance. e actual evidence of classroom performance seems less important than the fact that these measures exist as "data" administrators can use when lobbying the state legislature for funding. In the same vein, many students adopt a "means- end" approach to education, in which the actual process of learning is viewed as less important than the grades (and, ultimately, the job) received. In this instance, the educa- tional process is rationalized to fit within an instrumental worldview.

Feedback in systems theory -info reception -example of an car company -combat entropy

-recieve​ info from multiple environment sources and must make constant adjustments to maintain homeostasis - For example, an automobile com pany must assess feedback from a variety of environmental sources, including parts suppliers, the economy (what is the price of raw materials, including oil?), customer tastes, and so forth. Currently, for example, U.S. automobile companies are shifting some of their production away from large, gas-guzzling vehicles and toward smaller, "green" (electric and hybrid) vehicles. However, such vehicles are still a very small part of the automobile market, and so car manufacturers will have to monitor their environments (including customer tastes, government mandates for more fuel-efficient vehicles, crea​tion of more efficient technologies, etc.) and adapt to changes in order to maintain their competitiveness. -combat entropy- deviation -amplification the system engaged in growth and expansion from norm

retrospective sense makin​g -what is it (reconstruction of what) -how do people behave -example of instructor choosing textbook /their response if asked why they choose it (what are they called) - explanations of retrospective and why do people do this -what takes ​role in org systems -what is this theory aimed at

-reconstruct plausible histories after the fact to provide rational accounts of their org behavior and decision making -people don't behave in rational manner - every semester instructors have to make decisions about which textbook to adopt for a particular course: -In an ideal world, and consistent with rational models of organizational decision making, the instructor would engage in a careful information search, reviewing all the available textbooks, and then decide which one best meets his or her instructional goals for the course if a rational approch was taken. The reality is probably quite different. Deadlines and constant emails from chair and papers to grade make it impossible to read every book possible to find the perfect book for the course. He takes a few books and looks through table of content to see which one has subheadings that best fits the course. Sees one that civers more topics and emails book store to select that book -If ask professor why they picked this they would say that its the best one on the market not admitting to ordering it last minute and might even describee the extensive info search conducted before choosing a text, which is caused the "fallible person who keeps going"—someone who lives in an organiational world that is inherently ambiguous but that demands rational behavior from everyone. -Hence, the role of retrospective sense making—constructing rational accounts after an organizing process that is actually messy and ambiguous. People do this not because they are incompetent or liars but because it's impossible either to make sense of all the available information or to meet the expectations of the rational model of behavior by which the org pretend they operate. Some people can't make sense of what they do until after they have done it -comm and langauge take a role in org systems His theory is aimed at providing insights into the ways people organize—not to achieve predefined goals and make rational decisions but, rather, to cope collectively with the uncertain and equivocal information environments in which they find themselves.

ideology control -DEF -employees role in this socialization - companies role of hiring employees -disney example -while it can be effective in creating an engaged energized workforce, what are the negative effects -oppressive -what is the flow (top-down, top down​, down-top) -how does it control employees -zappos example

-system of values and beliefs with which employees are expected to identify strongly, requires little direct supervision of employees. - Instead employees have been appropriately socialized into the organizations system of beliefs and values, then they should have internalized a taken-for-granted understanding of what is means to work in the best interest of the organization (focuses on culture) - Companies often carefully vet potential employees to make sure they fit the culture, and then make explicit and carefully calibrated efforts to indoctrinate new employees through training programs such as culture boot camp". -For example, Disney employees are put through an intensive training program where the learn how to maintain the seamless fantasy that is the hallmark of Disney theme parts. Disney handbook dictates the appropriate length and style of sideburns - while this form of control can be effective means of creating an engaged, energized workforce, it can also be quite oppressive to many org members, particularly as it often asks the employee to invest his or her identity, or see of self, in the company. - it is oppressive that is often disguised as something else i.e being a "team" or "family" member. Employees who don't fit with the culture may feel alienated from their work -top-down with management attempting to impose a particular culture and value system on employee) -control through employees' identification with a system of values and beliefs- feel like you belong and thus that ideology controls the employees rther than management themselves -zappos example- I indulge in the "wow factor" and it ive been socialized enough that i believe in it not if i find $20 on the floor even outside of the company ill still return it because i identify with this ideology

info source

-workgroups - peered, supervisors and subordinates -other org sources- stage or administration, senior colleagues or mentors -Impersonal sources- handbooks and org websites, media, internet stories -external sources- suppliers, customers, clients

critical perspective of difference (5)

1. Views difference (i.e. gender/race/sexuality/age/etc.) as socially constructed phenomena subject to change 2. Views gender/race not as separate organizational variables, but as integral and constitutive features of daily organizational life 3. Focuses on the ways that organizational members "do gender/race" 4. Gender/Race viewed as ongoing accomplishments of organizational members 5. Enables us to look closely at the relationships among gender/race, organizational communication, and power

intersectionality (13)

Acknowledges that every person be it man or woman exists in a framework of multiple identities, where factors such as race, class, ethnicity, religion, sexual orientation, gender identity, age, disability, citizenship, national identity, geopolitical context, health, including HIV/AIDS status and any other status are all determinants in one's experiences of racism, racial discrimination, xenophobia, and related intolerances. An intersectional approach highlights the way in which there is a simultaneous interaction of discrimination as a result of multiple identities. i.e job search process

leadership -def -elements

Baseline definition of leadership: "the process of influencing the activities of an organized group in its efforts toward goal setting and goal achievement" (Stodgill, 1950) ■ Contains 3 essential elements: - Influence - Group - Goal

why is this rationalizationI : have the example of mom and pop stores shifting to department and mall strips and then the stores trying to rationalize for the community and communication aspect by hiring employees to greet guests and teaching employees on ways to be friendly but I don't understand how this is rationalization

Basically, this is rationalization because everything is becoming routinized for efficiency and productivity purposes. Why should orgs have to teach people "the right way to be friendly" rather than letting them be friendly in their own creative ways with whatever outcomes

break down of functionalist perspective and interpretive beliefs about what an org is

Beliefs about what an organization is - Functional perspective: believes an organization exists as a thing to be studied; communication happens within an organization - Interpretive perspective: believes an organization is created by communication; the organization does not exist if we do not continue to interact and recreate its processes

discrimination

Discrimination: unequal treatment of people on the basis of their group memberships

style approach -what does it focus on - 3 styles of leadership -limitations of approach

Focus on specific leadership behaviors (trained people in skills associated with good leadership) ■ Lewin's three styles of leadership: - Autocratic (highly controlling- followers focus on task only when leader was present) - Laissez-faire (hands-off in effective whether leader was present or not) - Democratic (most effective- promoted active involvement, group deicision making and encouraged participation in tasks whether leader was present or absent) -democratic promoted satisfaction but autocratic promoted productivity causing tension Limitations of Style Approach: ■ Emphasis still on formal leaders while ignoring that leadership happened in informal ways ■ Inconsistent research findings-failed to show how specific leadership skills and increased performance for subordinates ■ Difficult to establish universal leadership styles due to situational factors

break down of function of comm between functionalist and interpretive

Function of communication - Functional: communication is used to transmit messages; messages can be altered to make work more efficient and workers more productive (this is where Scientific Management, Bureaucracy, etc come in to play) - Interpretive: communication is used to do the work of organizing; communication creates the culture of the organization, it is through communication that people make sense of what's going on around them (sense-making), socialization happens through communication, etc. (goal here is to understand HOW communication is happening and with what effect--different from the functional perspective's focus on effectiveness)

3 perspective of culture: functional (pragmatic), interpretive (purist) critical concept of culture -org relationships role of org members view of culture effect on org

Functional (Pragmatic) -Culture as a variable; culture and organization are separate -Means by which organizational members are socialized -Unitary view: org. has a single culture with which everyone identifies -Predict how cultural changes will impact organizational effectiveness Interpretive (Purist) -Culture as root metaphor; organization is a culture -Process through which members create organizations -Pluralist view: orgs. have multiple, often competing subcultures -Understand organizational life through "thick description" Critical -Culture as power; organizations are sites for power struggles between cultures -Process through which to voice and interrogate underlying cultural assumptions -Differentiated view: some subcultures' views of the org. are privileged -Deconstruct underlying organizational assumptions that privilege certain groups

difference between systems and functionalist perspective

Functional perspective focuses on: Hierarchy Efficiency Productivity Systems perspective focuses on: Size Connectivity Density Centralization Structural roles

view of org -view of org comm -how org happens -Important stakeholders -goals

Functionalist: As "containers" As objectively observable activity Organizations are machines Managers Organizational effectiveness Systems As part of a social system As activity that enables inputs to be converted to throughputs and become outputs that contribute to and are affected by the system Through cycles of events that are maintained or altered based on feedback Managers, employers, clients, suppliers, distributors, etc. Understand the relationship between communication processes and organizational functioning within the system

pros​e and cons of the human relations movement -effort -treatment -HRM IS -view of employee -productivity

Genuine effort to make organizations more participative, unlike HR theory HRM treats all organizations as the same; not all work lends itself to high participation HRM is "human relations on steroids" in collecting information about employees HRM sees employee as "object of knowledge" - uses rational models to collect info and make decisions (e.g. personality surveys) Productivity is still the primary goal Still ignores the outside environment

hegemony

Hegemony: when the taken-for- granted system of meanings that everyone shares functions in the best interests of the dominant group -Study asked managers why do workers work so hard which contradicts the view of why don't workers work harder. In congruence with this term workers create "making out" . Jobs have different degree of difficulty which goes with max pay . Workers engage in negotiation for particular jobs, rates and info about how to max output on certain jobs thus management asserts direct control, workers produce culture in which all must adhere to rules of the game to be considered a member of the culture

ideology -what are they - functions of ideologies (3)

Ideologies are taken-for-granted frames for viewing reality. They shape how we view the world; influence what we judge as right and wrong, good and bad; and enable and constrain thoughts about what realities are possible. -Functions of Ideologies 1. Present particular group interests as universal making differences from social and economic groups hidden. - i.e capitalism is said to be universal in western countries but only a few people have capital or believe in it but its still said to be the dominate view by many although only small % represented 2. Obscure or deny- contradictions in society-i.e . That is, the myth constructs a social reality that emphasizes equal opportunity and a "pull yourself up by your own bootstraps" value system while obscuring the deep economic and political inequalities that exist among various groups of people 3. Naturalize social relations through reification- For instance, gender roles were for a long time seen as natural, biological characteristics of men and women. The idea that men went out to work and women stayed home to cook, clean, and raise children was seen as predetermined by our biology. In recent decades, however, these roles have been shown to be cultural, socially constructed products that kept in place unequal power relations between men and women. While such power differences still exist in many ways, the assumption that men and women are biologically suited to particular social roles has been largely undermined. In organizational contexts, certain positions are still reified within traditional gender roles. For example, a large "pink-collar" sector in organizations persists, involving jobs occupied mostly by women. Such jobs typically involve some kind of support role and, in many cases, reflect the traditional feminine roles of nurturing and caretaking. Positions such as secretary and nurse are representative of these pink-collar occupations.

break down of functionalist vs interpretive important focus points

Important focus points - Functional: productivity, effectiveness/efficiency, generalizability. Example: If managers feel that it's taking too long to onboard new employees, the functionalist researcher would examine how to improve the org's socialization processes (communication) to get the onboarding done more quickly (efficiency) and then see how this change can be implemented at all its offices or departments (generalizability) - Interpretive: understanding how organizing happens (through communication) Using the same example about onboarding, the interpretivist researcher would examine how the onboarding process happens, how people feel about its usefulness, what people get out of it, etc. and in the end may recommend changes but the changes would be more nuanced in that they would not have a one-size-fits-all approach and their recommendations would be focused on how the onboarding process relates to other outcomes that the organization wants such as employee satisfaction, job competency, etc.

structuration theory -what is it interseted​ in -what does it enable and constrain -structures componenet in everyday interaction ....

Interested in the dynamic interplay of structure and agency -Organizational structures both enable people to act and constrain their actions in particular ways Structures are created, maintained, and altered through everyday interaction

new approaches to leadership leadership as symbolic action: -what is leadership -key challenged for leaders Componene​​​t​​​​s of followership Transformational leadership - what does this theory bind Bass's version argues that it involves what

Leadership as Symbolic Action - Leadership not a thing, but a process that emerges in daily interaction - Key challenge for leaders is to manage meaning so that followers pursue desirable ends ■ Followership - Takes seriously the idea that leaders do not exist without followers - Focuses on idea that most of us are more often followers than leaders - Leadership emerges out of "social contagion" Transformational Leadership ■ Leadership that binds leader and followers together in higher moral purpose; leader raises aspirations so followers act beyond self-interests ■ Bass's version of TL argues that it involves: 1. Charisma/inspiration 2. Individualized consideration 3. Intellectual stimulation

trait approach -what is it based on -limitations

Leadership based on personal qualities one is born with ■ "THWaMP"(Tall,H​andsome, White, alpha-Male of Privilege) as archetypal leader in Western society; still dominant figure is s​ociety ■ Otherimportanttraits: ​intelligence; verbal skills; self- confidence Limitations of Trait Approach: ■ Inconsistency of ​research findings ;no consensus on key traits of leaders ■ Attempt to establish universal traits; no attention to leadership context ■ No attention to role of followers; leaders aren't leaders without followers ■ Ethics of attributing leadership skills to inherent traits(saying that leaders were born rather than made)

benevolent authoritative - motivation -flow of comm -feedback -productivity -flow of orders -turnover

Motivation through both threats and rewards Communication mostly downward, limited upward comm Limited feedback from lower levels Fair to good productivity orders are issued, with possible opportunity for comment at lower levelt -moderately high employee turnover

four systems (Likert) Exploitive-authortitativ​e - what are people motivated by -flow of info -how do workers view management -what is the turnover rate/productivity rate -issue of orders

Motivation through fear and coercion Information flows down the hierarchy Workers view management with suspicion High employee turnover/low productivity orders issues and expected to be followed without question

participative - what are people motivated by -flow of info -decisions -what is the turnover rate/productivity rate

Motivation through rewards Communication downward, upward, across Decision-making throughout organization Low turnover/excellent productivity

consultative - what are people motivated by -decision making -goals -what is the turnover rate/productivity rate

Motivation through rewards Some low-level participation in decisions Goals set after consultation with subordinates Moderate turnover/good productivity

3 perspectives of power: one, two, and three dimensional views -where does powe lie -beliefs

One-dimensionalviewofpower A has power over B to the extent that he can get B to do something that B wouldn't otherwise do ■ Beliefs - Power is equally distributed - Conflict must exist - Power exercised when the resolution benefits you/the group Two-dimensional view of power A has power over B when A prevents B from doing something that B would otherwise do ■ Beliefs - Power concentrated with elites - Power exercised through "mobilization of bias" - Conflict does not have to exist—elites use power to suppress conflict ■ Three-dimensionalviewofpower A may exercise power over B by getting him to do what he does not want to do, but he also exercises power over him by influencing, shaping, or determining his very wants ■ Beliefs - Power occurs even when no conflict exists - Power works by shaping and controlling people's wants and beliefs - Power works at a "deep level", shaping identities and how people view the world

con of bureaucracy

Primary con: Rationalization - the process by which all aspects of the national and social world become increasingly subject to planning, calculation, and efficiency

relational leadership -what is leadership a process of -leadership is -leadership (and power) are

Relational Leadership ■ Leadership is a process through which meaning and knowledge are created together within a particular context ■ Leadership is a process,not in a person ■ Leadership(and power)is diffuse/distributed

positional power

Sometimes called legitimate power, this occurs by virtue of a person's position in an organizational hierarchy. I exercise power by virtue of my role as a department chair; as the occupant of that office, I am able to exercise social influence over others in a way that I couldn't as a regular faculty member. For example, I can mediate and rule in a dispute between two faculty members or set policy regarding use of the department copier (I know my life is incredibly exciting

structure vs agency

Structures: rules, norms, patterns of practices that already exist to guide people's actions Agency: capacity of individuals to act freely

scientific management (Taylor) - concerns -fixes

Taylor concerns: efficiency- systematic soldering: the deliberate restriction of output by workers ( get workers to work harder) -productivity- human labor is expandable thus the capatislist seek various ways to increase productivity of the worker during a given time period (speeding up assembly lines) -social harmony Taylor fixes- -de-skilling: he conducted time- motion studies to understand how work gets done -economic incentives -division of labor

T/F Hawthorne study is flawed due to participants naturally performing better knowing they were being studied

The answer is TRUE. The Hawthorne effect speaks to the fact that people react to the mere fact of being watched and this was not accounted for in the Hawthorne studies.

understanding the theories purpose

Theory Y : possibility for human growth - realization of higher needs of esteem and self- actualization, Work becomes motivating, and not drudgery, precisely because workers recognize that their higher needs can be realized through the degree of autonomy and responsibility they are given. principle of Theory X is direction and control, the goal of Theory Y is integration - requires that both the organization's and the individual's needs be recognized if employees are to achieve their potential and organizations are to reach their objectives. "an invitation to innovation Interestingly, McGregor explicitly states that Theory Y is not a permissive, anything-goes management style that is a response to the authoritarian styles of earlier decades. Instead, he views it as an effort to cultivate a sense of responsibility and autonomy in employees, using techniques such as employee performance appraisals. Ultimately, the goal is a higher degree of participation in decision making by lower-level employees. Importantly, McGregor argues that, unlike Theory X, Theory Y places ineffective organizational performance squarely in the laps of managers who are unable to get the best out of the human resources who work for them. Workers don't refuse responsibility or avoid work because they are lazy but because

referent power

This form of power is rooted in the charisma of the person exercising influence. Charismatic people possess traits that attract followers who wish to identify with that person. For example, I suspect you have found yourself wanting to do well in a class where you find the instructor charismatic.

reward power

This involves the ability to provide subordinates with resources that result in positive feelings about themselves and the organization. Giving employees promotions, pay raises, or a better parking space are all examples of reward

coercive power

This is the most explicit form of power and is the mirror image of reward power. It is generally used in getting a subordinate to do something he or she wouldn't typically do, and is most often punitive. Subordinates are subject to coercive power when they are influenced by their perception that a negative outcome will occur if they don't carry out a superior's request. For example, if your instructor tells you that you will receive a failing grade if you turn in an assignment late, he or she is attempting to use coercive power.

expert power

This power resides in a person's ability to provide to an organization knowledge and expertise that other members do not possess. For example, in a study of a French tobacco factory, Michel Crozier (1964) discovered that a group of lowly maintenance workers had a great deal of power because they were the only employees who knew how to repair the factory's aging machines

I have the example for the textbook stating that managers primary goal is to make profit while customers see the goal of feeding their families in healthy ways, a single customer may see it as a dating opportunity and employees see it as moving up. But I don't really understand how this terms makes any sense.

This relates to the idea that an org exists for multiple goals. In doing the work of the organizing, the needs of many groups is reached. This contrasts the functional perspective which is only concerned about one goal: productivity/profit.

pros and cons of classical management theories -view of org -view of employee -motivation -decision making positions -prioritization -concern -attention

View organizations as "machines" View employees as "cogs" in the machine Extrinsically motivated - by money, rewards, promotion Decisions can only be made by managers Prioritizes managerial perspective and organizational goals of productivity, efficiency, and predictability No concern for employees as individuals No attention to larger organizational or societal influences

bureaucracy (Weber): -concerns -observations -formal rules

Weber's concerns Understanding how power and authority operated in society Power = dominance Authority = influence (because of a system of rules and norms) Weber's observations 3 types of authority Charismatic authority Traditional authority Rational-legal authority (Bureaucracy) A hierarchically organized chain of command with appropriately assigned responsibilities A clearly defined system of impersonal rules that govern the rights and responsibilities of office holders Written regulations of rights & duties of members Division of labor Specialization of tasks Norms of impersonality for decision-making Written documentation

system perspective components what is the wholeness hierarchy openness feedback componenet​s

Wholeness Components: Systems Perspective Key Interdependent relationships Non-summativity Maintained through coordination and integration (negative entropy) Equifinality: there are many ways to reach the final goal Multifinality: multiple goals can be met from the same starting conditions 2. Hierarchy Elements organized into subsystems (units) Subsystems are related to one another to form the system (& suprasystem) Openness: Interaction with environment Goal-oriented Input à Transformation à Output 4. Feedback Used to maintain homeostasis or foster change Negative feedback: something's off; need to correct to bring back to homeostasis Positive feedback: something's off; need to change in order to adapt

lessons of hawthorn effect (5)

Workers respond to attention from supervisors (Hawthorne effect) Leadership influences employee morale Social group creates norms for doing work (satisfying) Informal communication is important Organizational climate is relevant to productivity

example of equifinality

Would this be like you assigned a group project and the end goal is completing a presentation. Some may assign different tasks and each person do an independent section of the PowerPoint, others may plan to meet and do it together and others may have one person do the entire project and just contribute ideas?

theory of organization (Follet) - circular response -waht​ does it attempt to od -what did Follet capture in his idea -3 ways to address conflict: -domination: explain (example) - compromise: explain (example) -integration: explain (example) -purpose of the theory dealing with satisfication -3 laws of the situation (how does leadership arise, what does it reject and thus promote) (example- customer needs emergency shiptmen​​t)

circular response: reality is in the relaing in the activity between people;. In this sense, circular response is an attempt to get at the dynamic, process-oriented, constantly shifting conditions under which people relate to one another. Follett captures the idea that when two or more people communicate, the very act of communicating changes everyone involved, as well as the environment in which the process of communication is occurring: 3 ways to address conflict: 1.Domination: one person's goals asserted over another i.e management's firing workers for going on strike would be an example of resolving conflict through domination. 2.Compromise: both parties give up something to resolve the conflict i.e For example, in contract negotiations, a union might choose to give up its demand for higher wages in order to secure a "no-layoffs" agreement from management. In agreeing to this, management gives up its ability to reduce the labor force during economic downturns. 3.Integration: finding a solution to conflict where neither side has to make a sacrifice i.e In the Harvard library one day, in one of the smaller rooms, someone wanted the window open, I wanted it shut. We opened the window in the next room, where no one was sitting. This was not a compromise because there was no curtailing of desire; we both got what we really wanted. For I did not want a closed room, I simply did not want the north wind to blow directly on me; likewise the other occupant did not want that particular window open, he merely wanted more air in the room. - people satisfied and nt has to sacrifice anything through circular response where each party involved makes all differences explicit, devel- opment of such integrative resolutions is frequently possible. Law of the situation: - authority rises out of the needs of a situation -Rejects notions of bureaucracy and "power over" others -Promotes employee empowerment and "power with" others - influence based on expertise and ability i.e For example, if a customer needs an emergency shipment of the company's product, then team members might collectively decide to stay after regular work hours to make sure the order is filled. This decision arises out of the "law of the situation," invoked through a jointly developed sense of powe

conception of comm-org relationship feminist

comm as accomplishments of gendered, collective structure and practices

model of comm feminist

comm as creation of gendered meaningful and identities; humans do gender through comm

model of comm critical

comm as creation of ideological meaning systems mediated by power relations

model of comm for functionalist

comm as info transmission; conduit model

model of comm postmodern perspective

comm as unstable and shifting systems of meaning

concept of comm org relationship

comm takes place in org; org as container for comm

research goal critical- critique of what -what is it emancipated from

critique of unfair systems of power -emancipation from oppressive organizational structure

metaphors interp (5)

culture community web dialogue narrative

research goals post modern

deconstruction and destabilization of common-sense views of the work -rejection of grand narratives and promotion of little narratives

what does this theory symbolize

empowerment

enactment, selection and retention -what is Weick model used for -enacted stage - org inhabit cmm environment that ... -Once an equivocal organizational environment is enacted,... -double interacts examples) -rules -Selection processes that are successful in reducing equivocality are retained -what happenes with too much retention -plans -

enactment, selection, and retention: Weick's model of the organizing process through which equivocality, or uncertainty, in organization members' information environment is reduced. enacted: org systems not only respond and adapt to environmental changes but also create their own environment by virtue of what they choose to pay attention to - Organizations inhabit communication environments that they selectively perceive, and this selective perception and creation of environments is subject to sense making. Once an equivocal organizational environment is enacted, organization members must decide how to make sense of it and select sense-making processes using rules or cycles -cylcles are double interacts - 3Interrelated acts of comm For example, a supervisor (A) may say to a subordinate (B), "Can you get that report to me by 9 a.m. tomorrow?" This instruction may not be clear to the subordinate, thus increasing the amount of equivocality in her communication (i.e., sense-making) environment. Because of this equivocality, she responds, "Do you mean the final version of the report, or just a first draft?" The supervisor (A) responds, "Just the first draft." Thus, through this double-interact (A-B-A), equivocality is reduced. -rules adopted with less equivocal whole cycles are adopted when equovocality is high - Selection processes that are successful in reducing equivocality are retained (retention stage) as organizational memory to be used should similar equivocal arise in the future this doesn't guarantee that such rules will work at a later time, given the changing and dynamic nature of systems. -too much retention of tried and tested rules limits org flexibility in responding to equivocality (complex situations do not lend well to simple solutions) -plans are a not solutions because point a can each point b through infinite ways

inputs , process and outputs from enactment inputs , process and outputs selection inputs , process and outputs retention

enactment: inputs: raw data from envi​ronment, -processes: bracket raw data, act or create features in the environment to attend to outputs: equivocal data as raw data for sense making selection: input equivocal data for enactment process, process: select plausible interpretation based on "best fit" with past understanding output: enacted or meaningful environment retention: enacted environment from selection process process: store enacted environment as product of successful sense-making outputs: enacted interpretation for us in future ESR sequences

concepts of truth

external to humans, waiting to be discovered; truth universal and generalizable

"which perspective sees communication as a variable separate from the organization"

functionalist perspective (pragmatic approach)

representative metaphor feminist

gender empowerment nurturance connection difference patriarchy

theory suggests that gaining addition info about.another person can

increase uncertainty and lead to decrease in liking or even termination of their relationship

"perspective of organizations views communication as the process used to do the work of organizing, to create the organizational culture, and to socialize new employees."

interpretive

difference -what are they - implications (4)

is a social construction "that has been used to classify human beings into separate value-based categories" (Orbe & Harris) Implications of this definition: 1. Difference is connected to power 2. All differences are not created equal 3. Difference contrasts with and complements what is defined as normal 4. Difference is communicatively constructed

outgrip homogeneity effect

is the tendency to view an outgroup as homogenous, or as "all the same," whereas the ingroup is seen as more heterogeneous or varied.: assume stereotypes apply to all or most members of a group

cultural artifact (11) -name them -what is a fact (example) -what is a relevant construct (example for org, students, ) -what is a rites of enhancment -rite of degradation -rites of integration -practices -stories

language: -facts- consists of a shared understanding about what is significant and meaningful to the organization and its members. For exam- ple, the "fact," often propagated by college students, that "if your roommate dies you automatically get a 4.0 GPA for the semester" tells us something about the ways in which students collectively construct a shared social reality -jargon -relevant constructs- All organizations and social collectives identify objects, individuals, events, and processes that punctuate the daily life of the organization and allow members to structure their experiences. For example, the construct of "meeting" makes sense to most organization members as a relatively structured event that can be differentiated from more loosely scripted behaviors such as informal chats by the coffee machine. For stu- dents, relevant constructs are things such as grades, class meetings, assignments, "partying," and so forth. DRESS Rites and Rituals: -rites of passage -rites of enhancement- increase the status and power of organization members through public recognition of their accomplishments while at the same time placing the organization in a positive light. For example, at high-profile, high- energy ceremonies, the Mary Kay company gives awards to successful representatives, with the top sellers receiving pink Cadillacs -rites of degradation- when organizations experience problems and top organization members must perform a ritual acknowledgment of such problems in an effort to address them (or create the perception that they are being addressed). For example, in 2011 when News Corporation CEO Rupert Murdoch appeared before a British parliamentary committee in the wake of the News of the World phone- hacking scandal, he was engaging in a "rite of degradation" in an effort to limit damage to his global enterprise. -rites of integration-o further integrate members into a culture. An office holiday party, for example, can serve as a "rite of integration" that increases common bonds and further commits members to their organization -rites of renewal Symbols Metaphors -practices- engage in to accomplish proc​ess of organizing;​For ​example, a "meeting" is not only a significant organizational construct but also a set of practices in which members must engage in order to accomplish organizational business. Not only must members know their roles, rules for addressing agenda items, and so forth, but they also must be aware of the extent to which such meetings may embody cultural under- standi​ngs of what can be said, what can't be said, what hidden agenda items are present, stories -heroes/heroines -how we do things here -I.e American dream, -cultural values

metaphors

machines, mirror, rational mind

connections of truth/knowledge

multiple truths from different discourses and social groups; truth is local, not universal "theres nothing outside of the text"

concept of comm org relationship interp

org and comm coproduced

conceptions of com org relations critical: they both are ? and product of ??

organization and comm coproduced; both are medium and product of deep structure power relations

view of organization feminist

organization as gendered, coordinated systems of power relations and patriarchal structure

conception of comm-org relationship postmodern perspective

organization as products of shifting and unstable systems of signification and texts

view of organization postmodern perspective

organization consist of multiple, competing and fragmented realities

WHAT emphasizing fulfilling basic human needs through work?

physiological tier of the Maslow's Hierarchy.

representative metaphor critical

political system psychic prison justice conflict

research goal

predictive and control -generalizable knowledge claims -establish causal relationships

conception of truth knowledge feminist

privilege of women experience; the personal is political men and women as prisoners of gender

what does this theory symbolize

representation

patterns of training

sequential socialization (newcomers taught info and task in particularr code) - random socialization - taught info and tasks without concern for sequence; instead taught according to when the topic happens to seem relevant) - learn when its important rather than forgetting it i.e. new skills are learned when or if activity comes up and there isn't a schedule to when tellers might be promoted to teller supervisor -fixed socialization: (newcomers know how long it will take to complete a particular task type of training i.e they may know they will spend a week learning an dpratcticing a particular skill before moving on to another one) -varibale socialization- (newcomers are not told how long a particular skill will take, they move on to learning another skills as soon as they master the current one whether it takes a day or a week)

role negotiation

social process that newcomers face in needing to figure out what their work role responsibilities will be and how those ties will be performed -first org members have role expectations for themselves and other -those roles expectations are communicated to the newcomer, -newcomer interprets those expectations combined with self expectation they have -the newcomer then enacts the role thereby communicating particular undressing of the role - then the role provides feedback to established members on how the role is being performed

view of org critical

social/symbolic products of different political interests and power struggle

what does this theory symbolize

suspicion

situational approach -what does it argue -what are the limitations

■ Argues that contextual factors such as stru​cture of task​, the power of leader,​ and size of work gro​up mediate leadership approach adopted - Ex. Fiedler's Contingency Theory Limitations ■ Exclusive focus on formal leaders ■ Focus on leadership personality suggests need t​o fit situations to leaders, rather than leaders to situations ■ Inconsistent research findings, including ques

culture allows for

■ Demarcation - You know who belongs and who doesn't - You know the boundaries of the culture/subculture/organization ■ Identification - It makes you feel like you belong to the group (creates "oneness") - Belongingmakes ​you feel good about yourself ■ Control - When you identify,y​ou are more likely to go along with the rules and norms of the culture

prejudice

■ Prejudice: attitudes toward people based on stereotypes

privilege

■ Privilege: an unearned advantage due to one's social (or group) identity

racism -what is it -what levels do it occur

■ Racism:thesystematic, institutionalized mistreatment of ethnic minorities ■ Occursat3levels: - Individual: beliefs, attitudes, and behaviors that treat members of another ethnic group as inferior - Institutional: the exclusion of certain people from equal participation in society's institutions solely because of their race - Cultural: denies the existence of the culture of a particular group OR rejects another culture's values and beliefs

stereotypes

■ Stereotypes: generalizations made about a group of people

subculture

■ Subculture: A culture within a larger culture that has distinct characteristics, interacts regularly, and has shared perceptions and understandings of central problems -Department - Profession -Managerial level - Workgroup/team Not everyone within an organization views it the same way!

non-summativity (systems)

the results is different (not greater)from the sum of its parts

representative metaphor postmodern perspective

carnival hyperreality rhizome pastiche

research goal feminist

gender equality -revaluing of women ways of knowing -undermining of patriarchal logic -transcending binary thinking

view of org

goal oriented structures independent from members actions

concepts of truth interp

intersubjective produced by members of a community; emerges through consensus

connection of truth/knowledge critical: what is produced through ideology critique/ how is truth viewed

intersubjectively produced through ideology critique; truth as rational consensus free from ideological distortion

organizational culture -what is it -what is it rooted in (3)

The system of meaning that guides the construction of reality in a social community ■ Culture is rooted in: - Assumptions - taken-for-granted or deeply entrenched beliefs - Values - ideals about what an organization should pursue or how members should behave - Artifacts - visible tangible symbols

hawthrone effect: Illumination Studies

- Hawthorne engineers, these experiments were intended to discover the effects of variations in lighting on employee productivity. Using two groups of workers, the researchers gradually increased the level of illumination in one group (the experimental group) while keeping illumination constant in the other (the control group). In all other ways, the two groups were identical. the researchers found that the productivity of the experimental group increased along with the level of illumination. Strangely, however, the productivity of the control group increased as well. Furthermore, even when the researchers began to decrease the level of lighting in the experimental group back to its original level, worker productivity continued to go up. It even continued to increase as the lighting fell below normal levels. Only at the point when lighting levels were extremely low did worker productivity drop (psychological effect on workers)

equivocality

- The means by which, through the process of enact- ment, selection, and retention, organization members reduce the information uncertainty in their environments.-uncertainty reduction

Understanding systems theory -bertalanfyy arguemen​t (his worldview, how it related to societal/ecominic and bioligical structure, his perspective of it all) what type of framwor​k -shift in metapore​s

-Bertalanffy argued that as a world- view, GST sees all systems as having characteristics in common, regardless of their internal structures. -Thus, everything from the structure of biological cells to the social and eco- nomic structure of societies shares common features that explain its functioning. In this sense, von Bertalanffy viewed GST as a universal perspective that brings together all fields of study by providing them with a common language and shared set of principles. -holistic framework -shift from machine metaphors to organism metaphors

example: - Imagine that your professor sets a written assignment that requires you to team up with three other class members and write a 25-page research paper that analyzes an organization using two different theoretical perspectives. Your professor's only instructions are that the paper must be written like a scholarly article and must include a minimum of 15 different cita- tions of scholarly research in addition to those assigned in class; also, it must conform to APA standards for style and format. Using Weick's model, we can say that your professor has enacted an organizational environment that greatly increases the level of equivocality you experience. In other words, your world (at least in terms of this class) has gone from relatively predictable (your level of coping is fairly high) to highly uncertain. The profes- sor's enactment thus invokes a sense-making effort on the part of you and your classmates. In terms of selection (i.e., sense-making) processes, you quickly realize that your existing recipes and rules (i.e., what's retained in your organizational memory from previous for written assignments don't work. You've never written such a lengthy research paper before, never mind one that's written like a "scholarly article," and you're not even sure what counts as "scholarly research" (do magazine or online articles count?). You kind of know what a "citation" is, but what the heck is APA? What's more, your friendly local fraternity/sorority doesn't have a copy of a similar assignment in its collec- tion of papers and exams from other classes. None of the online paper-writing services is any help either (I'm not condoning these, just acknowledging their existence) -Using the principle of "requisite variety," any simple formula (organizational memory for paper writing) must be viewed with suspicion given the complexity of the assignment, and we can think of the professor's instructions as the loose structure around which the group can engage in improvisational double-interacts and cycles of communication to engage in sense making and equivocality reduction. - group will brainstorm not as a solution but to motivate action : goals are binding mechanism to bring people together and encourage collective activity; may motivate going to ask for interactions from professor and asking what counts as scholarly sources thus fostering professor to refer you to databas in the library where you may talk to a real librarian who has knowledge about your topic while another member of the group is talking to a friend about the company he worked for and how they have really interesting corporate culture leading to a study site And so it goes. This is just one small illustration of how a relatively complex and equivocal communication environment can evoke an equally complex sense-making effort on the part of the organization members involved. As Weick (2001) points out, there is no single solution to this situation. Engaging in sense making and equivocality reduction is rather like being a mapmaker; an infinite number of plausible maps can be created of the same territory. However, the organizational sense-making problem is compounded because the terrain keeps changing; thus, the members' task is to carve out temporary stability in a continuous flow of behavior.

- Imagine that your professor sets a written assignment that requires you to team up with three other class members and write a 25-page research paper that analyzes an organization using two different theoretical perspectives. Your professor's only instructions are that the paper must be written like a scholarly article and must include a minimum of 15 different cita- tions of scholarly research in addition to those assigned in class; also, it must conform to APA standards for style and format. Using Weick's model, we can say that your professor has enacted an organizational environment that greatly increases the level of equivocality you experience. In other words, your world (at least in terms of this class) has gone from relatively predictable (your level of coping is fairly high) to highly uncertain. The profes- sor's enactment thus invokes a sense-making effort on the part of you and your classmates. In terms of selection (i.e., sense-making) processes, you quickly realize that your existing recipes and rules (i.e., what's retained in your organizational memory from previous for written assignments don't work. You've never written such a lengthy research paper before, never mind one that's written like a "scholarly article," and you're not even sure what counts as "scholarly research" (do magazine or online articles count?). You kind of know what a "citation" is, but what the heck is APA? What's more, your friendly local fraternity/sorority doesn't have a copy of a similar assignment in its collec- tion of papers and exams from other classes. None of the online paper-writing services is any help either (I'm not condoning these, just acknowledging their existence) -Using the principle of "requisite variety," any simple formula (organizational memory for paper writing) must be viewed with suspicion given the complexity of the assignment, and we can think of the professor's instructions as the loose structure around which the group can engage in improvisational double-interacts and cycles of communication to engage in sense making and equivocality reduction. - group will brainstorm not as a solution but to motivate action : goals are binding mechanism to bring people together and encourage collective activity; may motivate going to ask for interactions from professor and asking what counts as scholarly sources thus fostering professor to refer you to databas in the library where you may talk to a real librarian who has knowledge about your topic while another member of the group is talking to a friend about the company he worked for and how they have really interesting corporate culture leading to a study site And so it goes. This is just one small illustration of how a relatively complex and equivocal communication environment can evoke an equally complex sense-making effort on the part of the organization members involved. As Weick (2001) points out, there is no single solution to this situation. Engaging in sense making and equivocality reduction is rather like being a mapmaker; an infinite number of plausible maps can be created of the same territory. However, the organizational sense-making problem is compounded because the terrain keeps changing; thus, the members' task is to carve out temporary stability in a continuous flow of behavior.

negative entropy (negentropy) -what is it /open systems state based off of this - universal condition -what does entropy measure over tome all systems.. -biological systems groups - book def of entropy

-negative entropy: A state that counters entropy, or disorder. An open system staves off entropy through adaptation to change and is hence negentropic. -universal condition by which all forms of org naturally move toward disintegration and randomness - entropy is the measure of the realize degree of disorder that exists within a system at a given moment in time; the more disorder the more entropy exists -however over time all systems, regardless of their degree of openness, move toward entropy and die; systems can resist entropy but they cannot eliminate it -bioligical systems group and develop over time and then degrade, sometime sober decades (org thrive and grow but eventually deteriorate and succumb to entropy) -entropy- over time a system naturally moves toward chaos and disorder, and dissipates.

hawthrone​ effect: bank writing observation room studies -what was the goal of the study -what was ​the important findings -what was the sigficance

-the goal of the study was to examine the natural development of informal group relations without interference from researchers. The most important finding of this study was that the workers engaged in a classic case of "systematic soldiering," developing a strong set of group norms aimed at restricting output. - the significance of this study lay in its identification of workers as forming social groups and developing elaborate norms and sentiments to shape their relationship to the work process.

how was bureaucracy in rational legal authority superior to others

-trated everyone equal and imporsonal. - might seem lacking in human qualities it remains an important feature to ensure people being treated based on merit and ability -promoted capitalism.- enhanced the speed of business operations by max effect and function according to calculable rules . make divisions for economic rather than emotional reasons

authority (weber) -Charistmaic: -what kinds of gift does they have - how does it ID particular individuals -example -good and bad exceptions -what is authority rooted in -example in organization world and what were his magical abilities -when does it emerge (example) -what kinds of power did MLK have -when does it have a tendency (how is it rooted, and what type and example of distuption​) -what happens when they decese Traditional: -what kinds of rights do they have -example - exam​ple in orga​nization of business -old-boy tie Rational legal​ authrrit​​y: -what does it underline -what kinds of rules -what is the flow of chain of command - clearly defined systems that ... -what kinds of development of formal rules -hi​w division of labor defined -norms -written document

Charismatic authority: gift of grace, —-ID of particular individuals as having exceptional (perhaps supernatural) abilities and qualities i.e pope but not limited to religion (can be good and bad) i.e hitler, MLK- authority is rooted in their followers belief in the validity and truth of their power not in force - Steve Jobs "magical abilities to make money" - emerges in time of crisis and social unrest (ECONOMIC or political unrest) - hitler or MLK (rhetoric powers) to unite -tendency toward instability and social chaos -rooted in 1 person(disruption is high) -Ie assassination of MLK or the death of followers of mentally unstable leaders- -when charasmatic leaders die people wonder about org stability- how will Steve jobs death effect apple traiditonal authority: inherited right of an indiividual to expect obedience and loyalty from others - monarchy or king - in family businesses, sons and daughter inherent the reigns of power from parents (little to do with expertise) —old boy tie- employees gain power based on gender and racial characteristics prevailing org rather than abilities Rational-legal authority - underlying of bureaucratic model -rules that are rational and imperson that guide people behavior and decision making -legally sanctioned rules and regulation that people owe allegiance to , not to people or set of customs -hierarchically organized chain of command with appropriately assigned responsibilities -clearly defined system of impersonal rules the govern the rights and responsibilities of office holder -development of written regulation that describe the rights and duties of org members -clearly define division of labor with specialized of tasks -norms of impersonality that govern relations between people in the bureaucracy. employees behave and make decisions according to there ules of their position -written documents and use of a file system that stores info on which decision making is based

role of comm in scientific management

Communication is used to transmit information about how a specific task should be performed —-Management plans; workers implement ——- Communication controls the worker's body Communication aligns with the functional perspective Goals: —-Predict/prescribe behavior —-Control workers ——Increase efficiency for economic purposes

role of comm in bureaucracy

Communication is used to transmit information along formal bureaucratic channels ——The focus is not on what kind of information is transmitted, but HOW it moves throughout the organization Communication aligns with the functional perspective Goals: —Predict/prescribe behavior —Control workers —-Increase efficiency for economic purposes

model of comm for interpretive

comm as dialogic creation of meaning systems

theory of X/Theory Y (McGregor) - 3 for X 5 for Y

theory X: Average worker inherently dislikes work So most workers must be coerced to work Average worker wants to avoid responsibility and prefers to be directed Theory Y: Work is as natural as play External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives. Man will exercise self-direction and self-control in the service of objectives to which he is committed. -The average worker seeks responsibility under the right conditions Creativity is widely dispersed among workers Modern industry only partially utilizes the potential of workers

hierarchy of need (Maslow) self-acutalization​ (7) self-esteem (4) love and belonging (4) safety and security (5) physiological needs (6)

top tier: self actualization- morality, creativity, spontaneity, acceptance, experience, meaning and inner potential -self esteem: confidence, achievement, respect of others, the need to be a unique individual -love and belonging: friendship, family, intimacy, sense of connection safety and security: health, employment, property, family and social ability -physiological needs: breathing, food, water, shelter, clothing, sleep

what does this theory symbolize

understanding

what does this theory symbolize

vulnerability