Organizational Communication Exam 1

5 places in which grid generally falls

1,1- 1,9- 9,1- 9,9-5,5

informational view (Koschmann)

Communication flows between components of an organization like it's a container. "Flat Earth view" Communication takes shape of the organization Communication is transmittive Doesn't account for complexities (social realities) that would change how people interpret messages, etc

transmission model (Ashcraft)

Communication is linear from sender to receiver and back, in a cycle. Key is making it efficient and effective

requisite variety

Components need to be as DIVERSE and complicated as the environment in which it is embedded.to cooperate. pg 64

functionalist view of communication

Container framework: container exists already, and communication flows in a transmittive way

Miner's summary of Weber

"Beaucratic systems dominate through knowledge, and this fact gives them their rationality. the result is a climate of formal impersonality without hatred or passion and hence without affection or enthusiasm"

constitutive model (as opposed to transmittive) (Ashcraft)

In this model, communication CREATES the organization, social realities, and organizational realities. It's what gives these social constructions MEANING Reality is jointly produced through live negotiation and affects behaviors and interactions.

interpretivist view of communication

Individuals are semi-autonomous: While the container of the organization shapes them, they also shape the organization and realities

example of miles study

a human relations manager would institute participation for their employees to give them a self- esteem boost and higher productivity level whereas a human resources manager would want participation to listen to ideas and further help the company

Bank Wiring room studies

a nonexperimental observation that showed men develop norms on their proper level of productivity and exert pressure on each other to keep that level. showed that social groups influence worker behavior more than the formal organizational power structure- example of systematic soldiering

system 4

a participative organization- human resources

example of traditional authority

a small family restaurant would be under order of the grandfather who founded it even though he may not be the best role for the job.

system 3

consultative organization- human resources

changing demographics

demographics have a fundamental impact on how we communicate, how we organize, and how we address problems. we currently have 3-4 generations in the work place which adds complications. organizations face the challenge of treating everyone with different race, age, gender, disabilities, and sexual orientation fairly

Frederick Taylor's Scientific Management Theory (1890-1940)

espoused careful speculation & measurement fall tasks. tasks standardized as much as possible. workers rewarded & punished. approach appeared to work well for organizations w/ assembly lines & other mechanistic, routinized actives

love- belonging needs

friendship, family, sexual intimacy

taylor's strict division of labor

he believed that managers are best suited for thinking, planning, and administrative tasks while workers are best suited for laboring. workers perform physical labor that is planned and directed my management

What the Miles study found

highlights the difference between human relations and human resources. both human relations and resource managers might advocate for the same kind of organizational behavior- but for very different reasons.

obstacles Taylor faces later in life?

his views were attacked and was known as the "enemy of the working man" and his time and motions studies make it look like people were cogs in a machine

holism

suggests that a system is more thanthe sum of its parts. Systems have this property because of the interdependent nature of their components and the information that flows through feedback and exchange processes. 2 heads are better than one. do more together than apart 64

McGregor's Theory X

manager influenced by most negative aspects of classical management

McGregor's Theory Y

manager who adheres to precepts of human relations movement

The "How" of Human Resources Programs

more than a belief is required for success in human resources programs ns training. when instituting a major change: - know when team- based management is appropriate -consider the attitudes of top management -deal with cynicism about change - facilitate the transition process

task time

organic sense of time shaped by the type of work needing to be done

Miller- organizations need to stretch their thinking

organizations need to stretch their thinking and consider more than basic hierarchal structure and more complex team structures

machine metaphor

metaphor of a machine- showing how today's work is more centered on industrialization instead of farming. the world of business has become specialized, standardized, and predictable. how people felt were no longer important

5,5

middle of the road approach: attempts balance without going too far for either goal

self-actualization needs

morality, creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts

human resources approach

more likely to actively involve employees to take advantage of their skills; get them working and involved; being a part of the company; having a stake in the success of the organization.

What did Taylor focus on?

more on the relationship between manager and workers for best efficiency. believed that workers were motivated by economic incentives- money

Charismatic power-

power comes from the leaders personality and charm, can be highly unstable. emerges strongest during times of crises, roots in followers belief in the validity and truth. ex.) pope, nelson mandela, hitler, steve jobs

Traditional Power-

power lies in the position of company. right to expect obedience/loyalty of workers. power comes from WHO they are rather than WHAT they know ex.) monarchs, kings, queens, teachers, fan owned business -not ideal for weber

channel of communication in the classical approach

rules are enforced via writing and is very formal

predictable

rules are in place to ensure things are done consistently and properly. "diagnose, correct, and continue to run"

safety needs

security of: body, employment, resources, morality, the family, health, property

maintenance- related communication

social topics that maintain human relationships

Classical approaches: content of communication?

strictly task related, no personal talk, formal

coordinating

the separate activities of an organization must be harmonized to a single whole

constitutive view (Koschmann)

"Organizations AS communication." "Round Earth view" Communication is at the core of the org because it is based on human activities. This view gives us a framework and a language to analyze the organization and the organizational and social realities created by communication within.

what is the Gangplank concept and when is it applied?

*1st time classical management theory has flexibility*. occasions where this "bridge" of horizontal comm. is acceptable but only under certain conditions to save time and money

Classical: Style of comm?

*formal* over casual. no personal relationship in office, not a first name basis, very structured

Rational Legal authority-

*webers favorite* workers follow a set of rules and regulations rather than a person, more impersonal, no emotional decisions, calls for workers who know what they're doing and understands the rules.

Theory Y view of Human Nature

-expidenture of effort nature -external control & punishment, not only means -commitment to objectives function of rewards associated w/ achievement -average human accepts responsibility -capacity to exercise imagination & ingenuity not rare -intellectual potentialities only partially utilized

Human Relations & Human Resources in Organizations Today

-human relations ideas are seen in attitudes of management towards employees -human relations principles seen in job design -consideration of organizations as learning systems -development of systems of knowledge management -learning organizations

Propositions of Theory X Manager

-responsible for organizing -people must be controlled & motivated: average man is insolent, lacks ambition, inherently self centered, resistant to change, guillible

what did Weber believe about bureaucracies? (5)

-they should have defined hierchaies -need division of labor -need to be centralized control (like Fayol, and opposite of container store) -should be closed systems; protect the technical cores without letting environment influence too much -they should follow rules; put in writing for consistency, ex.) a syllabus

Name the 4 assumptions of social constructionism

1 Take a critical stance towards things taken for granted 2 All knowledge is historically and culturally specific 3 Social processes sustain knowledge - language is essential 4 Knowledge and social action go hand in hand, play off each other

4 main investigations in the Hawthorne Studies

1 illumination studies 2 relay assembly test room 3 interviews (1000's of them) 4 bank wiring room

Name 3 aspects of the human resources approach

1 invest in people 2 happy people -> productive people 3 people are valuable resources and their contributions are valuable

Name 5 assumptions of Theory X

1 people are lazy 2 people dislike responsibility 3 people are easily duped 4 people resist change 5 people are stupid by nature

Name 5 assumptions of Theory Y

1 people are self-directed when committed 2 greater rewards (especially self-actualization) leads to greater effort 3 expending effort is natural 4 average person seeks responsibility 5 imagination, ingenuity, and creativity are widely distributed in people

Fayol's 5 elements of management

1 planning 2 organizing 3 command 4 coordination 5 control

Name 5 key points of the interpretivist view

1 reality is socially constructed through social action (ie words, symbols, behaviors) of parties 2 people create the environment: semi-autonomous 3 pluralistic: people have different interests and priorities, but negotiate into cooperation 4 allows for multiple perspectives to be incorporated (not just manager) 5 allows us to question realities, change, improve

Name 5 key points of the functionalist view

1 social phenomena are concrete static social facts independent of action 2 People are products of their environment - respond to external stimuli - react - environmental factors determine organization 3 Unitary: organizations are 100% cooperating for common goals 4 Individual actions reify, or make concrete, the structures that exist already 5 often a managerial bias

4 aspects of the MACHINE METAPHOR

1 specialized 2 standardized 3 replaceable 4 predictable

Name 3 ways the Hawthorne studies were groundbreaking

1 they kick started the shift towards human relations and HR 2 researchers started to look at the social and psychological aspects of workers 3 there is both formal organization and informal organization in the workplace

Fayols 3 principles of *power*?

1. Centralization- central management over decisions 2. Authority and Power- managers have authority due to intelligence and experience 3. Discipline- workers must follow rules and obey bosses

9/11 terror attack

9/11 has changed our views on terrorism forever. businesses must be very careful and savvy because they are always at risk (example is the Sony leaks that happened last year). What we say today will be scrutinized so businesses must be careful. how do businesses enhance security and improve tracking of terrorist activities

Fayols 3 principles on how to *reward* workers?

1. Remuneration of Personnel- workers need to be paid fairly bc they're primary motivation is money 2. Equity- workers should be treated fairly 3. Tenure Stability- workers need some time to learn job

Fayols 3 principles of *attitude*?

1. Subordination of individual interests to general- good of company comes before the individual 2. Initiative- bosses are tasked to ensure that workers work hard to do their best for the company 3. Espirit De Corps- team effort, no dissension, were all in this together

Fayol's 3 principles of power

1. centralization 2. authority and responsibility 3. discipline

6 attributes of BUREAUCRACY

1. clearly defined hierarchy 2. division of labor 3. centralized power 4. closed system 5. organization rules are important 6. system of authority - usu. rational-legal is best is also often merit-based

8 basic principles of the human relations approach

1. human beings are not interested only in financial gain, they also need recognition and appreciation. 2. workers are human beings, so they must be treated like human beings & not machines 3. an organization works not only through formal relations, but also through informal relations. 4. workers need a high degree of job security & satisfaction 5. in any organization, members do not like conflicts & misunderstandings 6. workers want freedom. they do not want strict supervision 7. employees would like to participate in decision making, especially in those matters affecting their interests 8. workers want good communication from managers

What are the 4 common denominators that define organizational communication?

1. interdependence (departments within a business rely on one another) 2. differing tasks and functions (everyone has a job to do and they need to be done right) 3. goal orientation (the reason a business exists) 4. control (someone in charge to regulate and enforce rules)

Maslow's hierarchy of needs

1. physiological 2. safety 3. affiliation 4. esteem 5. self- actualization

Fayol's 5 elements of management (managers needed to be able to perform these functions)

1. planning 2. organizing 3. commanding 4. coordinating 5. controlling

how should employees be rewarded?

1. proper pay and benefits as a mean for motivation 2.treat people fairly 3.tensure stability- give them time to learn their job but not too much time

The "How": Pfeffer's Seven Practices of Successful Organizations

1. provide employment security 2 use different criteria to select personnel 3. self-managed teams & decentralization as basic elements of organizational design 4. offer high compensation contingent on organizational performance 5. train extensively 6 .reduce status distinctions & barriers 7. share financial & performance information

Fayol's 6 principles of organizational structure

1. scalar chain 2. unity of command 3. unity of direction 4. division of labor 5. order 6. span of control

5 critical features of an organization

1. social collectivity 2. organizational and personal goals 3. coordinated activity 4. organizational structure 5. the organization itself, within an environment Miller says that it is vital to stretch our ideas of these concepts

SMCR model

1. source 2. message 3. channel 4. receiver most basic model of communication

Classical theories: content in communication

1. task- related communication 2. innovation- related communication 3. maintenance- related communication -casual chit- chat was strongly discouraged... should only talk about what is important and related to work

content in HR and HR

1. task- related communication will always be important 2. so is maintenance communication that focuses on quality of human relationships 3. so is innovation communication which focuses on how a job can be done better

3 organizational attitudes

1. the company's needs must come before the individual's needs 2. the bosses job is to make sure the employees work is in the best interest of the company 3. esprit de corps: we're all in this together

Taylor's Scientific Management Theory (5 main beliefs)

1. there is a best way to do every job --------time & motion studies 3. proper selection of workers 4. proper training of workers 5. inherent difference between management & workers

Taylor's 4 tenets

1. there is one best way to do a job 2. proper selection of workers- find the best people for the job 3. importance of training workers 4. reason a boss is a boss and employee is an employee- inherent difference between boss and worker

Weber thought authority came in three ways

1. traditional authority 2. charismatic authority 3. rational authority

Fayols 6 principles of HOW managers should do it? 1st 3

1.) *Secalar Chain*- organizational hierarchy chart, strictly limited to the vertical flow, not horizontal. ex.) military uses this chain of command 2.) unity of command- employee should only revive orders from only one supervisor/boss. 3.) Unity of Direction- activities with similar goals should be directed by one supervisor

Fayol's 5 elements of WHAT managers should do?

1.) planning 2.) Organizing 3.) command 4.) Coordination 5.) Control

3 components to the machine metaphor?

1.specialization- division of labor 2.standardizatoin- people can be easily replaced, back ups 3. Predictable- comm is governed by rules, we can diagnose a problem quick by going back to the rules

TD industries case study

18 construction workers took a break from work to take a class at TD industries headquarters who said that emphasis on active listening and talent development contribute to a company's success. "When you respect people, they'll respect you". this company is one of fortunes best companies because of its diverse workers and the respect they have for each other. it allows other potential employees of diverse cultures look at the company and say "they look like me. i can work there". TD also prides themselves on hiring people for life- not temporarily on a given project. They are also 100% employee owned. Aiming for full participation in company stock is good business.

Fayols 6 principles of HOW managers should do it? 2nd 3

4.) Division of Labor- employees assigned to a limited number of specialized taks 5.) Order- appointed place for each employee 6.) Span of Control- limited number of worker for each manager

"You can't beat the clock" article summary

A Time Timer is a device a CEO saw in a first grade classroom that he believed might help employees stay focused in meetings and in the work place. the timer is a simple countdown to how long until the meeting is over and will beep loudly when it hits 0. it changes the way people view time.

Social constructionism

A sociological approach to knowledge, wherein understanding and meaning are created through interaction with other people (social processes)

Hawthorne effect

Attempting to listen sympathetically to workers may have made them more productive (impact of non-experimental variables on experimental outcomes)

Likert's System IV (1961)

I: Exploitive-Authoritative II: Benevolent- Authoritative III: Consultative IV: Participative

How did Taylor and Fayol differ?

Fayol focued on the manager, Taylor's was more on how the relationship between manger and worker should be in the work place. Both believed in strict division of labor, but Taylor cared more for human needs and found it important to train workers.

Describe globalization in today's world

Globalization is a new issue where businesses are moving their manufacturing to countries where labor is cheap. Thomas Friedman says "the world is flat" and believes there are good opportunities by doing this bust most americans believe we need to do more work internally.

Maslow's Hierarchy of Needs

Human beings are motivated by: need level... 5: self-actualization 4. esteem 3. affiliation 2. safety 1. physiological

communicational explanation of organizations

Looking at organizations from a communicative perspective (as opposed to psychological, economical, etc) and explaining, justifying what's going on

metaphor for classical?

Machine metaphor- saw workers as machines

social reality

Socially constructed ways of living, interacting, and giving meaning to things and behaviors Can also consider social customs, norms to be social realities

example of charismatic authority

Steve Jobs

What did Max Weber focus on/ how is it different than Fayol?

Theory of Bureaucracy- not as by the numbers or prescriptive as Fayol, but was big on rules and regulations

what was Fayols main focus?

Theory of Classical Management managers; what they should do and how to behave. saw things perceptibly- do this at this time, lots of structure, little room for leeway and personality. no wasted time

3 ways Weber believes authority comes in-

Traditional, Charismatic, and Rational- Legal

Classical: Direction of the communication flow?

Vertical- mainly flows downward from bosses to workers, with the expection of Fayol's gangplank. providing a rationale for why the info is flowing down

Fayol's theory of classical approach

a highly structured and highly hierarchial way to run a business. fayol was a no-nonsense guy who felt that if you paid people fairly, set standards of performance, established clear rules for workers and bosses, you could have a well- run organization

ex. of Rational Legal authority?

Wall Street journal article in lecture notes. they will "hire people before ink is dry on their contracts" "nothing personal but if the profits aren't here, neither are you"

Classical: channel of Communication?

Written- manuals, documents etc. (weber)

Summary of Weber

a business is a beaucracy with a closed system driven by rational authority. highly impersonal organization and individuality is discouraged

Weber's theory of bureaucracy

a clearly defined corporate hierarchy, strict division of labor, and centralization of power and decision- making. our class syllabus is an example of bureaucracy. business was to be a closed system and shut off from outside world to avoid interruptions.

Leadership Efficiency

a balance of attitude & behavior

What is "systematic soldering"

a type of social pressure between workers to keep productivity down and wages up bc of the "piece work" basis- est. a norm on amount of production required by all workers, and one person producing more brought danger to the norm. ex.) one person messing up the curve

unity of direction

activities having similar goals should be placed under one supervisor

discipline

all members should be obedient to the rules and the managers who enforce them

unity of command

an employee should receive order from a particular task from only one supervisor

gangplank concept

an exception to the rule of how communication should flow in a company. employees at the same hierarchal level may link only if communication would help achieve an organizational goal and is authorized by a manager at the next highest level

scalar chain

an organization should be arranged in strict horizontal hierarchy and communication should be limited to this vertical flow

Impetus For Human Resources Approach

approach concentrates on the contributions of all employees in reaching organizational goals -organizations that do this promote a cycle of creation, development, & application - misuse of human relations principles: used as manipulation & paradox of participation

Theory Y

assumes workers are motivated to achieve

9,1

authority- compliance- high concern for production and low concern for people (Fayol)

traditional authority

based on age- old traditions. All power goes through the CEO.

physiological needs

basic needs such as food, water, and shelter

negative entropy

because a system is permeable, it resists deterioration 64

system 2

benevolent authoritative organization- classical

what are the similarities to Relations and Resources approach? differences?

both dealing with feels and attitudes of workers. care how they feel and their opinions but still cares about getting task done. concern for needs resources: active, team based, working, looked at things more intellectually than relations

physiological needs

breathing, food, water, sex, homeostasis, excretion

closed system

business is shut off from the outside world

The leadership grid

combines the concern for people and concern for production (classical approach and human relations) this is a grid in which concern for people and production were gauged from low to high and numbered from 1 to 9

charismatic authority

comes from the leader's personality and charm. can go wrong and is highly unstable

Case study- can tragedy lead to change?

comparing the factory fire in 1911 to a collapse in 2013, instead of looking for one source as the problem, maybe we need to take a look at what extent is discounts on clothing worth it? we have a moral responsibility to support workers in safe environments

controlling

comparison between goals and activities to ensure the organization is functioning as planned

interdependence (systems)

components of system depend on each other

1,9

country club management: high concern for people and low concern for production

Consultative

decision and control still primarily at upper level, employees are consulted and their views are considered, communication up & down

specialization

do your job and do it well and don't worry what other people's jobs are

Benevolent-authoritative

economic & ego rewards, limited communication, decision making & control at the top, goal setting through orders & comments

Human Relations Approaches (1930- today)

emphasize the importance of human needs in the workplace

The Human Resources Approach

emphasizes the need to maximize both organizational productivity & individual employee satisfaction through the use of human resources

pseduo participation

employees are actively involved and contributes to problem solving but in the end, has no control over the decision- making process

potential issues with downward communication

employees expect an explanation of changes in the company rather than being told change is happening

participative

every employee has decision making power, communication is extensive, up, down, & horizontal interaction

what did blake and mouton try to explain with their grid? manager/leadership

explaining /displaying a companies need for human concern vs productivity

system 1

exploitive authoritative organization- classical

Bureaucratic Management Theory (1930-1950), Max Webber

focused on dividing organizations into hierarchies, establishing strong lines of authority & control. suggested organizations develop comprehensive & detailed standard operating procedure

Taylor's theory of scientific management

focused on how the boss and worker needed to interact with each other (more concerned with the boss). taylor believed as a manager, need to think "I will come up with how to do it, teach you how to do it, and you will do it". he is also concerned with the lack of training in workers

human relations

happy worker= productive worker

direction of flow

human relations: horizontal flow human resources: encourages flow from all direction

style of communication

human relations: more laid- back, fewer titles used human resources: vary from less formal to formal depending on the situation

channel of communication

human relations: prefers face- to- face human resources: likely to embrace all channels and match which channel is best for the job

Do human relations principles work?

humans are complicated but at basic level, human relations approach can be satisfied through job design, management style, and other organizational factors. when these higher- order needs are satisfied, employees are happier. when employees are happier, they should be more productive

1,1

impoverished management: low concern for people and low concern for production

planning

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

span of control

managers are most effective if they control a limited number of employees

commanding

managers set tasks for employees in order to meet organizational goals

authority and responsibility

managers should hold authority that derives from both their position in the business and personal characteristics, such as intelligence and experience

Miner 1982 study conclusion

many financial firms on wall street were saved by the government from bankruptcy in 2008. the following year, the companies were not supposed to give large bonus checks to their employees but they did anyway. although the bonuses seem outrageous to the general public, to wall street it is part of the business when you agree to work there so we should not be surprised that they didn't listen. supports Fayol's notion to appropriately reward employees and these rewards vary on every organization.

potential issues with horizontal communication

may become negatively competitive

business in pre- industrial revolution days

most work was conducted by individuals and small groups and skilled workers would accomplish large tasks from start to finish

affiliation

needing to belong in a social setting

innovation- related communication

new ideas about work

potential issues with upward communication

no one wants to tell their boss they made a mistake

Climate change

organizations now and in the future need to determine how they will speak to their publics- they have a duty to teach employees about climate change. organizations also need to decide their level of responsibility and whether they want their business to be green. organizations also need to have their employers prepared in case of a natural emergency, such as a fire. this is a topic that can no longer be denied and must be addressed

centralization

organizations will be most effective if central- level managers have control over decision making and employee activities

Linkert's system

our organizational forms that he felt could differentiate motivational factors, communication, decision making, goal setting, control, influence structure, and performance. 1 and 2 are very clasically orientated, and 3 and 4 are closer to the human resources approach

formal organization

patterns of interaction prescribed by the rules and regs of the company

Fay's Theory of Classical Management (5 elements)

perscribes the way an organization ought to run. 1. planning 2 organizing 3. command 4. coordination 5. control

informal organization

personal interrelations among members of the organization -may be contradictory to formal organization (eg ratebusters)

Maslow's hierarchy

physiological, safety/security, affiliation (love), esteem (rewarding work), self-actualization (reaching full potential, exercising creativity)

systematic soldiering

pressure within the employees to not work at their best level because it makes other employees look bad

human resources

productive worker= happy worker

Table 3.1

refer to picture in notes

picture of leadership grid

refer to picture in notes

what happened to the flow of communication in Relations and ResourceS?

relations: all directions resources:

rational authority

relies on the norms and rules- listen to written rules more than person enforcing them. this was weber's favorite type of authority

channels may be rich or lean

rich: face- to- face lean: e- mail

esteem needs

self-esteem, confidence, achievement, respect of others, respect by others

Fortune magazine on globalism

some people believe we should grow more internally rather than externally. have we gone too far, too fast? should we pull the sheets over our head and become isolated? not realistic because we need to be able to communicate across cultures

Robert Craig's meta- model of communication and three ways it helps us communicate

sometimes we just communicate A to B, sometimes we need to think of the bigger picture and long- term effects, and sometimes we need to persuade and motivate *good communicators think ahead*

Starbuck's case study

started the "starbucks college achievement plan" which reimburses full and part time employees their undergraduate tuition costs at Arizona State University. starbucks is the first corporation to roll out such a large plan and it is a huge step to help students live the american dream. We have demonstrated over many years that shareholder value is linked to value for our people ... You just can't build a great, enduring company and leave your people behind," Schultz said.

equifinality

states that a system can reach the same final state from differing initial conditions and by a variety of paths. multiple ways to the same solution 64

Renisis Likert: Systems Organizations**

system 1: punitive authoritarian system 2: paternalistic system 3: consultative system 4: interactive

hierarchical ordering (systems)

system has both subsystems and supersystems

permeability

system is open to environment and components are open to each other

what is the task time vs clock time?

task time evolved to clock time task time- work is shapped by the demands of the task ex.) focusing on seasons, fishing was shaped by tides, farming by seasons, craftsman by the time it took to make the product clock time- value of time rather than the task. workers were paid by how quickly they could create something. ex.) piece and metal assemboly

How Fayol and Taylor differed

taylor is not concerned with organizational structure but more with the relationship between the manager and employee and the control of the individual at work

9,9

team management: believes best way to succeed is combining concern for both

organizing

the arrangement and evaluation of employees

safety needs

the desire to be free from danger

esteem

the desire to feel a sense of achievement

DEFINE communication (Ashcraft, Kuhn and Cooren)

the dynamic interactive negotiation of MEANING through symbol use

9/11 part 2- official statement

the government from a political view, the military from a security and enforcement angle, and the overall escalation of bureaucracy makes communicating with our own employees as well as external audiences more complicated than ever before

UPS monitors summary

there is now a computer that controls everything about the worker. it shows you the quickest route for your day, but also tracks when your seatbelt is on, when you open and close doors, when you deliver packages, and more. The faster the packages are delivered, the more money the company makes. if employees move faster, their pay will rise so it is an incentive to help the company as well in terms of speed. the new data is viewed as just a way to learn how to do things better.

"one best way to do a job"

there may be many ways to perform a task but there is only one best way

order

there should be an assigned place for each employee and task within the organization

Exploitive-authoritative

threats & fear, downward & inaccurate communication, giving orders, top level, decision making as control

self- actualization

to become everything one is capable of becoming

direction of communication flow in the classical approach

typically downward (bosses to workers) except for the gangplank which allows some horizontal communication.

clock time

value of time is more important than the quality of the work- this is today's currency. time became one of power and control

Taylor' later life

viewed as "the enemy of the working man". people were like cogs in a machine

why did this approach apply to communication during this time?

was during Industrial Revolution: people came from fields and didn't know much, needed clear orders, structure, rules

what is ironic about Espirt De Corps?

was one sided because no one had a voice, sounded good but didn't fit very well.

task- related communication

what work needs to be done

paradox of participation

where the employees are actively involved but have no meaningful input into the success or failure of the company

human relations approach

work factors -> satisfy higher order needs -> job satisfaction -> productivity

human relations principle

work factors... satisfaction of higher- order needs... job satisfaction.... productivity

division of labor

work is best accomplished if employees are assigned to a limited number of specific tasks

The Hawthorn Studies: Explanation of Findings

worker output increased as a result of attention- "the hawthorne effect" worker output increased through social factors management styles could account for some of the changes subsequent analyses of data suggest Mayo & colleges not accurate *Re-Analyses suggest more traditional explanations -incentives, pressure from management, worker selection

Theory X

workers will be lazy without direction therefore must be controlled in order to fit the company's needs

standardization

you are expendable- efficient way to run a company but not a pleasant one to work in.