Comm. 342 Exam I

Country Club

management with high concern for people and low concern for results

team

management with high concern fro people and results

authority-compliance

management with low concern for people and high concern for results

impoverished

management with low concern for people and results

rational-legal authority

obedience to the norms rather than to the person

Activity coordination

ongoing interaction that is necessary to get work done

general beliefs of critical approaches

societal structures and processes lead to imbalance of power, imbalances of power lead to alienation and oppression, critical theorists should uncover these imbalances

Illumination Studies

split employees into 2 groups and adjusted the lights

Relay Assembly Test Room Studies

split employees into 2 groups and adjusted things such as the heat

Hawthorne Studies

springboard for the human relations movement

Duality of Structure

structure creates actions and actions create structure

rules and resources

structures

Bank Wiring Room Studies

studied all men; showed that social norms were more important than written rooms

hegemony

subordinate group accepts domination as the norm

it is a prescriptive theory, a picture of how an organization should be run and not necessarily how it does run

summary of Fayol's theory of classical management

hierarchically ordering, interdependence, permeability

system components

interdependence

system components depend on each other for effective functioning

holism, equifinality, negative entropy, requisite variety

system properties

organizing

the arrangement of human resources and the evaluation of those employees

Theory X

the assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform

Theory Y

the assumption that employees like work, are creative, seek responsibility, and exercise self-direction

coordination

the separate activities in an organization much be harmonized into a single whole

Social Constructionism

theory that suggests reality is not an objective thing but is, instead, an intersubjective construction created through communication

equifinality

there are multiple paths to any system outcome

command

through which managers set tasks for employees in order to meet organizational goals

rational-legal

type of authoring in bureaucracy

rooted in the Great Depression, surplus of workers led to widespread abuse, labor unions grew to get fair wages and better working conditions, World War II

Background of Human Relations

team management

Blake and Mouton say that the best type of management is...

Country Club, team, impoverished, authority-compliance

Blake and Mouton's four types of management

were influenced by emotions

Elton Mayo also believed that decisions...

more important than self-interest

Elton Mayo believed that group norms were...

Society compromises groups, not isolated individuals

Elton Mayo's belief

Mary Parker Follett, Elton Mayo, Chester Barnard

Founders of Human Relations

Elton Mayo

Harvard professor; critiqued and extended scientific management; stressed importance of interpersonal relationships

empowered employees

Mary Parker Follett believed information sharing...

co-active power than coercive power

Mary Parker Follett believed that it was more important to have...

management wouldn't be free to bust the piece rate and the social pressure of systematic soldiering would be diluted

criticism of scientific management

impossible to eliminate outside influences, non-routine tasks are not adequately addressed, varying levels of rationality

criticisms of bureaucracy

employee well-being is more important than profitability, overly simplistic connection between happiness and effectiveness, no empirical support for effects on productivity, misuse of principles

critiques of human relations approach

culture is complicated, culture is emergent, culture is not unitary, culture is ambiguous

descriptive approaches to culture

long-term perspective

employment viewed as career tenure protection

Chester Barnard

established idea of organizational identity

Chester Barnard

executive at Bell telephone; author; influenced by Mary Parker Follett

1) there is one best way to do every job 2) proper selection of workers 3) training workers 4) inherent difference between management and workers

4 tenets of Taylor's scientific management

planning, organizing, command, coordination, control

5 elements of Fayol's theory of classical management

bias for action, close relations to customer, productivity through people

3 of Peters and Waterman's 8 themes

employment security, selective hiring, extensive training

3 of Pfeffer's 7 practices of successful organizations

Illumination Studies, Relay Assembly Test Room Studies, Interview Program, Bank Wiring Room Studies

4 parts of the Hawthorne Studies

interpersonal rather than economic purpose

Chester Barnard believed that management should have an...

common purpose is the key to cooperation

Chester Barnard believed that...

values, heros, rites and rituals, cultural network

Deal and Kennedy's 4 components of a strong culture

Mary Parker Follett

Democratic pragmatist, social worker, believed cooperation of workers under visionary leadership led to productivity

employee dissatisfaction, high turnover, reduced efficiency

concerns addressed by the Hawthorne Studies

1) membership negotiation 2) self-structuring 3) activity coordination 4) institutional positioning

The Four Flows

Douglas McGregor

Theory X and Y theorist

management, military, and academic alliance

Triple Alliance

fixed division of labor, hierarchy of offices, general rules for performance, rigid separation of personal life and work life, fair treatment, long-term perspective

Weber's 6 characteristics of bureaucracy

hierarchically ordering

a system consists of smaller subsystems and is embedded within larger supersystems

negative entropy

a system has the ability to avoid deterioration and thrive due to system openness

holism

a system is more than the sum of its parts

permeability

a system is open to its environment, and system components are open to each other

ideology

a system of ideas that are the basis of theories; our taken-for-granted assumptions about how things are or should be

requisite value

a system should maintain the internal complexity necessary to cope with external complexity

Hawthorne effect

being observed increased productivity

values

beliefs and visions for the organization

rites and rituals

ceremonies through which an organization celebrates its values

written

communication channel of classical approach

face-to-face

communication channel of human relations

all channels

communication channel of human resources

task and social

communication content of human relations

task, social, and innovative

communication content of human resources

task

communication content of the classical approach

vertical and horizontal

communication direction of human relations

all directions, team based

communication direction of human resources

vertical (top down)

communication direction of the classical approach

group member, isolate, bridge, liaison

communication network roles

formal

communication style of classical approach

informal

communication style of human relations

both, but especially informal

communication style of human resources

cultural network

communication system through which the values are shared

control

comparison between goals and activities to ensure that the organization is functioning in the manner planned

Elton Mayo, Roethlisberger, and Dickson

conducted the Hawthorne Studies

looks at social and interpersonal needs of adults, restoration of the whole human being in organizations, quality interpersonal relationships in organizations

goals of human relations approach

fair treatment

hiring based on technical qualifications; equal treatment of all employees

Structuration

idea that suggests the social world is generated through the agency of active participants

heros

individuals who exemplify the organization's values

Hawthorne studies conclusion

informal group norms are more important than formal rules

learnt, both input and output, partly unconscious, historically based

key characteristics of of org. culture according to Williams, Dobson, and Walters

power, ideology, hegemony, emancipation, resistance

key concepts of critical approaches

classical changes are still important in effectiveness, ignores pragmatics/politics of establishing necessary voice for employees

limitations of human resources

planning

looking to the future to determine the best way to attain organizational goals

control of organizational discourse

organizational reality is socially constructed through communicative interaction

Membership negotiation

organizations are communicatively constituted through people who bring the organization into existence and enter and exit over time

Institutional positioning

organizations create relationships with other entities in the environment and establish ways that info and resources can move among relevant organizations

agency

possibility that people can act otherwise in a situation

naive in assuming that there is a single cultural formula for achieving success, objectifies culture , imposition of strong culture, definition of strength

prescriptive approach weaknesses

needs of healthy adults are not met by hierarchy or task specialization, workers feel emotions

principles of human relations

values upward communication, employee voice/worldview/perceptions, organizational climate, participation and dialogue, role of employees in organization effectiveness

principles of human resources approach

Self-structuring

process that serves to design the organization, provide guidance about resource allocation, institute policies, and create rules about how work is accomplished

Communicative Constitution of Organization

processes through which interactions create, re-create, and change organizations