Transcript COMM 3170: Introduction to Organizational Communication

COMM 3170:
Introduction to
Organizational Communication
Summer 2005
Dan Lair
[email protected]
Day Three: Broad Perspectives and
an Introduction to Structure
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Journal Questions/Procedure
Overview of Perspectives on Management
and Organizational Communication
Begin Discussion of Structure (to be
continued on Wed. w/ Networks)
Major Trends/Perspectives in
Management Thinking: 1900-2005
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Scientific Management (1900-1950)
Human Relations Movement (1930-1965)
Human Resources Management (1960-1985)
“Theory Z” (1975-1990)
“Toyotism” (1975-1995)
Total Quality Management (1980 – present)
Reingineering (1985 – present)
Frederick Taylor and Scientific
Management
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Time and Motion Studies:
Scientific knowledge
about work replaces
worker’s “rule of thumb”
knowledge
Scientific selection of
workers who are trained
for specific tasks
“Negative” view of work
Hawthorne and Human Relations
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Elton Mayo’s studies
at Western Electric
Three Foci:
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Productivity
Informal organization
Non-economic
problems
“Positive” view of
work
Recent Management Trends
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Human Resource Management
Cultural Approaches to Management:
Theory Z
Toyotism – lean production
Total Quality Management
Re-engineering
?????
Lessons from the History of
Management
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Schools of thought do not “replace” one
another
Perspectives can co-exist and are often
combined.
Perspectives are “ideal types” more than
accurate descriptions
Different schools have different emphases:
rational and normative
Questions on Chapter 2:
Organizational Structure
Structure in Perspective
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Structure v. Process
Structure as a “substitute” for
communication
Structuration Theory and the “duality of
structure”
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Structure as outcome and resource
Structure as constraining and enabling
Systems Thinking
(adapted from Conrad & Poole, 2005)
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The whole is more than the sum of its
parts (holism)
Causality is complex, not linear
(interdependence of parts)
Systems are embedded in other systems
Systems imperative: adapt or die
(feedback)
History is crucial to organizational systems
Systems Thinking Illustrated
(drawing from www.threesigma.com)
Open Systems Theory:
Important Concepts
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Equifinality
Equilibrium
“Loose” v. “Tight” Coupling
Openness v. Closedness
Entropy
Max Weber and the Study of
Bureacracy
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Ideal Types
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Types of Rationality
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Types of Authority
Bureaucracy as
Organizational Form
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What are the key elements of bureaucracy?
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Strengths of Bureaucracy:
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3)
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Fair, systematic, non-arbitrary
Useful for large systems
Stable
Weakness of Bureaucracy:
1)
2)
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Over-concentration of power
Threat to individuality
Formal rationality over substantive rationality
For Wednesday
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Read Chapter 6: Networks, pp. 156-171
(although, if you have a particular interest
in relationships in organizations, you’ll
want to read the whole chapter)
Complete Journal Entry 2