Org. Comm Chapter 3

Yolanda, her nonprofit and key take aways

"just how us appreciation instead of pounding us....be grateful for what we do" "Please" and "thank You"= most important words because they're polite and show gratification. You have to listen, emphasize, & listen to their story. *Human Relations Theory*

How human resources differs from human relations theory

1. Human resources theory is based on an assumption that all people ( not just managers) are "reservoirs of untapped resources" 2. Managers retaining decision- making power for all but the most routine decisions 3. Increased satisfaction is a direct result of increased participation in the decision- making process

Theory X and Y: Accomplish 2 interrelated objectives...

1. Predict and control their behavior 2. Tap their unrealized potential

Prediction of Illumination Study

A certain level of Illumination would lead to an optimum level of worker output

Four Systems of Management: Rensis Likert

System 1: Exploitative authoritative System 2: Benevolent Authoritative System 3: Consultative System 4: Participative

Authority

The character of common order in a formal organization ( bosses)

Cooperation

The importance of the willingness to cooperate and what happens if we don't ** If you don't cooperate--> stuff doesn't get done

System 2: Benevolent Authoritative

* A bit less controlling than the first * Motivation under this system is based partially on rewards and also on the potential for punishment * Lwoer levels are granted some decision- making power, but within a framework prescribed by upper management * Motivation through potential and punishment

Bank Wiring Room Observation Studies

* Influence of informal social groups over a more formal structured setting*

System 3: Consultative

* Most closely aligned with the way human relations theory is traditionally practiced * Workers are motivated through rewards, occasional punishment, and limited involvement in decision making and goal setting * Most summer jobs

System 1: Exploitative Authoritative

* Rooted in classical theory *Managers tend to motivate their workers through fear, threats, punishment, and occasional reward

Interviewing Program ( Purposes

* To gather information regarding the employees' likes and dislikes concerning their jobs. *To provide reliable data for use in training supervisors *To validate the previous studies conducted at the Hawthorne Works ** Mass Comm Research--> Tryna' find the truth

Relay Assembly Test Room Study

* Workers were often consulted regarding proposed changes. In several instances, proposed change were not implemented because of the workers' displeasure * Workers were asked about their reactions to different work conditions * Workers were allowed to talk to one another while working * The general well- being of the workers was considered.

The Hawthorne Studies ( Key Take Aways)

*Led to the development of human relations theory *Human relationships are important in the workforce to promote worker efficiency. *upward communication is important to the worker--> communication is critical * emphasizing the worker over the task

System 4: Participative

*Most effective form * Genuine participation in decision making and goal setting, free- flowing communication, full use of every workers' skills and creative energy, and a high level of responsibility and accountability for the goals of the organization

Blake and Mouton's Managerial Grid (know how to draw)

*Offers an extensive survey that attempts to measure a manger's concern for people and production. The results of the survey are compiled, and the individual manager is assigned a value on the Managerial Grid that indicates his managerial style related to these two concerns.

Illumination Study

*productivity increased BUT *only because the researchers paid attention to them ( not because of the light) * the presence of other people helped

Five Management Styles

1. Authority Compliance 2. Country Club 3. Impoverished 4. Middle of the Road 5. Team Management

7 Parts of Communication

1. Channels of Communication should be definitely known 2. Objective authority requires a definite formal channel of communication to every member 3. The line of communication must be as direct/ clear and short as possible 4. The complete line of communication should be used 5. The competence of the persons serving as communication centers, that is, officers and supervisory heads, must be adequate. 6. The line of communication should not be interrupted during the time when the organization is to function 7. Every communication should be authenticated

The Functions of the Executive ( Six topics)

1. Formal vs. Informal Organization 2. Cooperation 3. Communication 4. Incentives 5. Authority 6. Zone of Indifference

Theory X Assumptions

1. The average human being has an inherent dislike of work and will avoid it if he can ( untrue) 2. Most people must be coerced, controlled, directed, threatened w/ punishment to get them to put forth adequate effort 3. The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, wants security above all

6 Theory Y Assumptions ( Treat Peeps like Peeps)

1. The expenditure of physical & mental effort in work is a natural as play or rest 2. 2. External control and the threat of punishment are not the only means for bringing about effort toward objectives. Man will exercise self- direction and self- control in the service of objectives to which he is committed. 3. Commitment to objectives is a function of the rewards associated with their achievement 4. The average human being learns, under proper conditions, not only to accept but to seek responsibility 5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population. 6. Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.

Communication

According to Barnard, "The most universal form of human cooperation, and perhaps the most complex, is speech". ***He considered communication to be both the most likely reason for the success of cooperation and the reason for its failure.

Kumiko and her pigs Case Story

Department head on a pig farm. Higher ups don't listen to her suggestions/ideas. She just wants to be hear and have her input recognized RESPECT *Human Relations Theory*

Team Management

High concern for people and production with no inherent conflict between them

Authority Compliance

High concern for production, low concern for people

Kevin (army case)

Illustrates what happens when classically trained managers are told to change their ways, to care more about their workers. In this case, the structure of the Marine Corps and years of being inculcated with the traditional ways of doing things did not allow for the implementation of TQM or participative management on a day- to - day basis. The higher ranking officers are stuck in their own ways and refuse to accept ideas from someone who may be "lower than them".

Middle of the Road

Indicated by a medium concern for both people and production, best characterized as a compromise or balance- seeking position

Outcome of Relay Assembly Test Room Study

Investigators began to believe that human interrelationships ( particularly between worker and supervisor) could be an important contributing factor when considering worker productivity.

Impoverished

Low concern for production AND people

Zone of Indifference

Orders not followed--> Orders sometimes not followed --> Orders sometimes followed --> (Zone of Indifference) Orders followed Unacceptable - Neutral - Acceptable)

Country Club

Puts concern for people above concern for production

Theory X and Y Key Takeaways

Theory Y treats people like people not as machines like Theory X ( which works for fast food/ army/ etc.)

Humans relations theory is characterized by...

a shift in emphasis from task to worker

Human Relations Theory is based on...

a slightly more dyadic ( 2 way) conceptualization of communication ** Think sender receiver model**

Formal vs. Informal Organization

the importance of Informal culture within an organization and the fact that informal organizations are indefinite, structure-less and no definite subdivisions of personnel **A lot of informal structures/ groups