Org. Comm

Equifinality

Opposite of classical theory view of "one best way." Instead, organizations have the capacity to reach the same final state in a variety of ways.

The careful selection and training of the best workers -- Taylor's Theory of Scientific Management

Personnel should be selected scientifically. Managers must select workers who are capable of performing the task as designed and capable of producing at the maximum level.

Country Club Management Style (Blake and Mouton)

Puts concern for people over concern for production.

Principles of Organizational Reward

Remuneration of Personnel, Equity and Tenure Stability.

Weber -- Bureaucracy Theory -- Communication

Rule oriented Downward (Grievances allowed) Written

Communication in Human Relations

Chester Barnard's, The Functions of the Executive - outlined a system of communication

Unity of Direction

Only one head shall administer a group of activities.

Human Relations

-Human relations theory is characterized by a shift in emphasis from task to worker. -The theories suggested by this movement put a greater emphasis on communication, cooperation, and participation and a celebration of the worker.

The Bank Wiring Room Studies

-Informally developed group norms were present in the work group that operated to restrict individual worker output. -Social groups might exercise very strong control over the production of individual workers; Group and Social peer pressures.

Characteristics of Organizations

-Organizations are complex systems. -Hierarchies of authority. -Develop routine patterns. -Evidence cultural norms. -Information/Relational networks. -Assigned roles. -Encourage similarity. -Develop status differences.

Positive Feedback +

A change in the same direction.

Impersonality in Human Organizational Relationships - Weber's Theory of Bureaucracy

A highly impersonal organization in which rationality is the guiding force and individuality is discouraged. People are treated according to the rules.

Middle-of-the-Road Management Style (Blake and Mouton)

A medium concern for both people and production, is best characterized as a compromise or balance-seeking position.

Discipline

All organizational members should be obedient to the rules of the organization and to the managers who enforce them.

Human Resources

All people, (not just managers) are "reservoirs of untapped resources"; It is the obligation of the manager to tap these resources, whether they are physical or creative. Many decisions can be made more effectively and efficiently by those workers who are most directly involved with their consequences.

Unity of Command

An employee should receive orders from only one supervisor.

Blake and Mouton's Managerial Grid

An extensive survey that attempts to measure a manager's concern for people and production.

Input

An open system imports some form of energy or material through its boundaries from the environment— the importation is known as ____?

Scalar Chain

Chain of supervisors ranging from the ultimate authority to the lowest ranks.

Impoverished Management Style (Blake and Mouton)

Characterized as being laissez-faire, that is, hiring workers for particular jobs and then leaving them alone to do their work.

Principles of Organizational Power

Centralization, Authority/Responsibility and Discipline

Wilo's Laws of Communication

Communication usually fails. If a message can be understood in different ways, it will be understood in a way that does the most harm. There is always somebody who knows better than you what you mean by your message. The more communication there is the more difficult it is for communication to succeed. In mass communication it is not important how things are, the important thing is how they seem to be. The importance of a news item is inversely correlated with the square of the distance - "Whats happening where we are" Changing the way you communicate can change culture.

Relay Assembly Test Room Studies

Concluded that the workers' increased output and increased satisfaction were related to changes in supervisory practices. Beginning to believe that human interrelationships could be an important contributing factor when considering worker productivity.

The Interview Program

Conclusion: After having the opportunity to provide feedback on their work, many workers indicated more positive feelings toward their company.

Selection and Promotion Solely on the Basis of Technical Competence - Weber's Theory of Bureaucracy

Only those individuals who have demonstrated competence through specialized training should be part of the administrative staff.

Centralization

Decisions are made at the top of the hierarchy rather than at the lower levels.

Fayol's Principles of Organizational Structure

Division of Work, Unity of Command, Unity of Direction, Subordination of Individual Interest to General Interest, Remuneration of Personnel, Centralization, Scalar Chain and Espirit de Corps.

Division of Work

Each worker should have a limited amount of tasks to accomplish.

6. The line of communication should not be interrupted during the time when the organization is to function (Barnard)

Emphasizes the importance of the position (not the person) to the flow of communication in a properly functioning organization.

Remuneration of Personnel

Employees should be rewarded for their work with appropriate salaries and benefits. "This principle is based on the notion that organization members' primary motivation is financial and that work performance is dependent on the amount of remuneration they receive from the organization.

4. The complete line of communication should be used (Barnard)

Every communication should pass through all levels of authority to minimize conflicting messages and multiple interpretations.

1. Channels of Communication should be definitely known (Barnard)

Every member of an organization should have an assigned position and be aware of every other member's assigned position.

2. Objective authority requires a definite formal channel of communication to every member (Barnard)

Every member of the organization must report to someone and must be subordinate to someone.

Division of Labor - Weber's Theory of Bureaucracy aka Specified Sphere of Competence

Every organization member has the obligation to perform the functions specified by the division of labor and have the authority to carry out those functions.

Negative Entropy

Homeostasis promotes ______ which is LESS DISORDER in the workplace.

Equity

In remuneration, employees' should be treated justly.

Negative Feedback -

Inverse relationships between variables.

Organizational Communication Definition

Is the process of stimulating meaning in the minds of others by creating and exchanging messages (both verbal and nonverbal) within a network of interdependent relationships to cope with environmental uncertainty.

Team Management Style (Blake and Mouton)

It is characterized by a high concern for people and a high concern for production with no inherent conflict between them. The prototypical human resources approach to management and is the one Blake and Mouton advocated.

7. Every communication should be authenticated (Barnard)

It must be known that the person communicating has the authority to communicate regarding a particular issue.

Equal division of work and responsibility between worker and manager -- Taylor's Theory of Scientific Management

Labor should be divided - one person should do each job. The manager was responsible for planning every detail of the task for every worker, training the worker, and evaluating the process and product of each worker. This increased the role of the manager.

Authority/Responsibility

Managers should hold authority that derives from both their position in the organization and their personal characteristics (such as intelligence and experience). However, this principle also holds that responsibility must accompany authority in equal measure.

Initiative

Managers should value and direct an employee's efforts to work in the best interest of the organization.

Zone of Indifference

Marks the boundaries of what a person will consider doing without question, based on expectations developed on entering the organization.

System 4 - Participative

Motivation by a comprehensive compensation system from which employees' gain economic rewards. Communication flows in all directions and can be initiated at any level. Genuine participation in decision making and goal setting by everyone.

System 3 - Consultative

Motivation by rewards and occasional punishment. Communication flows up and down, BUT communication upward is not as free flowing. Policy and general decisions are made at the top while more specific decisions are made at lower levels.

System 2 - Benevolent-Authoritative

Motivation is based partially on rewards and the potential for punishment. Communication is mostly downward w/ very limited amount of upward. Decision making are made at the top of the hierarchy; Lower levels have some but only what's allowed by management.

System 1 - Exploitative-Authoritative

Motivation trough threats, fear, punishment & occasional reward. Communication is downward. Decision making occurs at the top of the hierarchy and are rarely aware of the problems at lower levels.

The Illumination Studies

No matter what happened to the lights, PRODUCTION INCREASED

Throughput

Once inside the system, throughput occurs, where the parts of the system transform the material or energy in some fashion. DECISION-MAKING

Principles of Organizational Attitude

Subordination of Individual Interest to General Interest, Initiative, and Espirit de Corps.

Likert's Systems

System I - Exploitive Authoritative Organization System II - Benevolent Authoritative Organization System III - Consultative Organization System IV - Participative Organization

Permeability

Systems should be considered open in nature because the have permeable boundaries. A boundary is permeable in that it is capable of having material pass through it, to and from the environment.

Fayol -- Classical Management -- Communication

Task oriented Downward (Horizontal when approved) Written

Taylor -- Scientific Management -- Communication

Task-structuring orders Downward Written

McGregor's Theory X

The average human being has an inherent dislike of work and will avoid it if he can. Most people must be coerced, controlled, directed, threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives. Human beings prefer to be directed, wishes to avoid responsibility, has relatively little ambition, wants security above all.

Homeostasis

The balance of inputs and outputs between the subsystems and between the system and the environment. The ability to maintain a steady state.

Complete System of Rules - Weber's Theory of Bureaucracy

The essence of bureaucracy and the basis of rational authority. Bureaucracy is based on a system of written rules that cover all possible contingencies within an organization.

McGregor's Theory Y

The expenditure of physical and mental effort in work is as natural as play or rest. Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.

3. The line of communication must be as short and direct as possible (Barnard)

The fewer channels communication must pass through, the higher the probability that the message will not become distorted.

Subordination of Individual Interest to General Interest

The interest of an individual employee or group of employees should not come before the interest of the entire organization.

5. The competence of the persons serving as communication centers, that is, officers and supervisory heads, must be adequate (Barnard)

The more central the org. member is to the communication flow, the more competent that person will be in understanding operations at all levels of the org.

Tenure Stability

The organization should guarantee sufficient time on the job for employees to achieve maximum performance.

Interdependence

The parts that make up the system, are interrelated. The existence and proper functioning of one part is dependent on the existence and proper functioning of the other parts.

Output

The system returns some product to the environment.

Requisite Variety

There are a number of acceptable responses.

The scientific design of every aspect of every task -- Taylor's Theory of Scientific Management

There is "one best way" to perform any job. Through the use of time and motion studies, the most efficient and effective means of accomplishing every aspect of every task could be determined.

Authority-Compliance Management Style (Blake and Mouton)

There is high concern for production and low concern for people.

Order

There should be an appointed location for every employee and task. Every employee should be designated to a specific task to keep order in the organization.

Espirit de Corps

There should be no dissension (disagreement) in the organizational ranks.

Span of Control

This is the idea that it is easier for the manager to be able to control a limited amount of employees.

A Clear Hierarchal System of Authority - Weber's Theory of Bureaucracy

Weber believed in a strict chain of command. Every lower office should be under the strict control and supervision of a higher office.

Synergy

When operating efficiently and effectively, the subsystems working together are able to produce more than if they were working alone and their outputs were added together.

Equivocality

When we get information that is to broad or abstract.

Proper remuneration for fast and high-quality work -- Taylor's Theory of Scientific Management

Workers should be compensated on an incentive plan. If the worker meets the maximum output level, he is rewarded with appropriate, good wages. If the worker exceeds that output level, he is rewarded with a bonus. He believed that the worker is motivated almost solely by wages.