Theoretical Relevancy Minimizing Misunderstandings Classical Theories of Organizations Taylor’s Theory of Scientific Management Fayol’s Administrative Theory Weber’s Theory of Bureaucracy

1. UNIT ONEUNIT ONE
Theoretical FoundationsTheoretical Foundations
CHAPTER TWOCHAPTER TWO
Classical Theories of OrganizationsClassical Theories of Organizations

2. PREVIEWPREVIEW
Review Chapter OneReview Chapter One
Theoretical RelevancyTheoretical Relevancy
Minimizing MisunderstandingsMinimizing Misunderstandings
Classical Theories of OrganizationsClassical Theories of Organizations
Taylor’s Theory of Scientific ManagementTaylor’s Theory of Scientific Management
Fayol’s Administrative TheoryFayol’s Administrative Theory
Weber’s Theory of BureaucracyWeber’s Theory of Bureaucracy

3. Organizational CommunicationOrganizational Communication
Foundations REVIEWFoundations REVIEW
“…the process of creating, exchanging,the process of creating, exchanging,
interpreting (correctly or incorrectly), andinterpreting (correctly or incorrectly), and
storing oral, nonverbal, and writtenstoring oral, nonverbal, and written messagesmessages
within (and across the boundaries of) a systemwithin (and across the boundaries of) a system
of interrelated and interdependent peopleof interrelated and interdependent people
working toworking to accomplish common tasks and goalsaccomplish common tasks and goals
within an organization.”within an organization.”
MESSAGE-CENTERED DEFINITIONMESSAGE-CENTERED DEFINITION

4. Assumptions and FeaturesAssumptions and Features
Communication is central to the existence ofCommunication is central to the existence of
the organizationthe organization
Organizational communication is a complexOrganizational communication is a complex
process (creating, exchanging, interpreting,process (creating, exchanging, interpreting,
and storing messages)and storing messages)
Misunderstandings occurMisunderstandings occur

5. MisunderstandingsMisunderstandings
““Instances in which people who areInstances in which people who are
communicatingcommunicating don’t share meaningsdon’t share meanings asas
well as situations in whichwell as situations in which features offeatures of
organizational life serve to impinge uponorganizational life serve to impinge upon
the efficient and effective functioning ofthe efficient and effective functioning of
organizational members.”organizational members.”

6. Three Important ConstructsThree Important Constructs
Organizational IdentificationOrganizational Identification (process & product)
An active process by which individuals link themselves to
elements (people, policies, products, services, customers, values)
in the social scene.
Involves an individual’s sense of membership in and connection
with an organization.
Job SatisfactionJob Satisfaction
The degree to which employees feel fulfilled by their job and
related experiences.
A pleasurable or positive emotional state from the appraisal of
one’s job or experiences
Linked to absenteeism and turnover
Communication SatisfactionCommunication Satisfaction
The degree to which employees feel that communication is
appropriate and satisfies their need for information and work
relationships

7. Communication Satisfaction (CSQ)Communication Satisfaction (CSQ)
Eight Factors concerned with communication information,Eight Factors concerned with communication information,
relationships, channels, and climaterelationships, channels, and climate
Communication ClimateCommunication Climate
Relationship to SupervisorsRelationship to Supervisors
Organizational IntegrationOrganizational Integration
Media QualityMedia Quality
Horizontal and Informal CommunicationHorizontal and Informal Communication
Organizational PerspectiveOrganizational Perspective
Relationship with SubordinatesRelationship with Subordinates
Personal FeedbackPersonal Feedback
Communication satisfaction is often considered the “sum”Communication satisfaction is often considered the “sum”
of an individual’s satisfaction with the above dimensionsof an individual’s satisfaction with the above dimensions.

8. Primary GoalPrimary Goal
Reduce misunderstandingsReduce misunderstandings
through communication.through communication.

9. TheoryTheory
An explanation for how orAn explanation for how or
why something occurs. . .why something occurs. . .
Question:Question: What is the mostWhat is the most
efficient and effective meansefficient and effective means
of running an organization?of running an organization?

10. Functions of TheoryFunctions of Theory
DescribeDescribe
ExplainExplain
PredictPredict
ControlControl
Classical approaches to organizationalClassical approaches to organizational
management and early organizational theoriesmanagement and early organizational theories
were designed towere designed to predictpredict andand controlcontrol behaviorbehavior
in organizations.in organizations.

11. Classical Theories ofClassical Theories of
OrganizationsOrganizations
Emerged in early part of the twentieth century.Emerged in early part of the twentieth century.
Models were military and the Catholic Church.Models were military and the Catholic Church.
FeaturesFeatures
Strict CONTROL of workersStrict CONTROL of workers
Absolute CHAINS of COMMANDAbsolute CHAINS of COMMAND
PREDICTABILITY of behaviorPREDICTABILITY of behavior
UNIDIRECTIONAL downward influenceUNIDIRECTIONAL downward influence

12. Classical Theories of Organizations:Classical Theories of Organizations:
Relevancy and MetaphorRelevancy and Metaphor
How and Why does studying classical theoryHow and Why does studying classical theory
help us to understand how modern organizationshelp us to understand how modern organizations
function and particularly the role thatfunction and particularly the role that
communication plays in effective organizing?communication plays in effective organizing?
What is the metaphor which characterizes theWhat is the metaphor which characterizes the
classical approach to organizations?classical approach to organizations?

13. The Metaphor of the MachineThe Metaphor of the Machine
Organizations are viewed as if they are machines.Organizations are viewed as if they are machines.
Managerial principles
Modes of operation
Treatment of workers
Communication in the organization
Properties of MachinesProperties of Machines
Very predictable
Rarely deviates from the norm
Replace defective parts with other “standard” parts
Specific rules exist regarding repair and specific roles
Organizational ApplicationOrganizational Application
Workers behave predictably-management knows what to expect
Workers operating outside expectations are replaced

14. Minimizing MisunderstandingsMinimizing Misunderstandings
Simple: Promote principles of SPECIALIZATION,Simple: Promote principles of SPECIALIZATION,
STANDARDIZATION, and PREDICTABILITYSTANDARDIZATION, and PREDICTABILITY
STRICT RULES & REGULATIONS regarding . . .STRICT RULES & REGULATIONS regarding . . .
how work is accomplished,
who could speak to whom and when, and
managing through fear.
PROBLEMSPROBLEMS
Creativity and intelligence are underutilized
Increased dissatisfaction
Decreased motivation and commitment to task and organization
Decreased communication effectiveness and satisfaction

15. Distinguishing Classical TheoriesDistinguishing Classical Theories
““Creative Application Skit”Creative Application Skit”
Theory “Matchbook Definition”Theory “Matchbook Definition”
Describe the theory “in a nutshell”Describe the theory “in a nutshell”
Principles of ManagementPrinciples of Management
Major Elements of the TheoryMajor Elements of the Theory
Application in the Modern WorkplaceApplication in the Modern Workplace
Personal Example(s)Personal Example(s)
How are misunderstandings minimized?How are misunderstandings minimized?
What new forms of misunderstandings are created?What new forms of misunderstandings are created?
Unintentional by-productsUnintentional by-products
Contributions to occurrences of different problemsContributions to occurrences of different problems

16. Taylor’s Theory of Scientific ManagementTaylor’s Theory of Scientific Management
Frederick Taylor (1856-1915)
“The Father of Scientific Management”
Maximize worker capacity and profits
PROBLEM: Get employees to work at their maximum capacity
PRIMARY FOCUS: TASKS
http://www.northstar.k12.ak.us/schools/ryn/projects/inventors/taylor/taylor.html
Systematic Soldiering
Deliberately working slowly as to avoid expanding more effort
than deemed necessary
Reasons
Reduction in workforce due to decreased need
Piecework system of remuneration - raise production requirements
without increasing pay
Rule of thumb training methods - inefficient

17. Taylor’s Theory of Scientific ManagementTaylor’s Theory of Scientific Management
Elements of Scientific ManagementElements of Scientific Management
Scientific design of every aspect of every task
Time and Motion Studies
Careful selection and training of every task
Proper remuneration for fast and high-quality work
Maximize output - increase pay
Equal division of work and responsibility between worker and manager
Underlying ThemesUnderlying Themes
Managers are intelligent; workers are and should be ignorant
Provide opportunities for workers to achieve greater financial rewards
Workers are motivated almost solely by wages
Maximum effort = Higher wages
Manager is responsible for planning, training, and evaluating

18. Taylor’s Theory of Scientific ManagementTaylor’s Theory of Scientific Management
Application in the Modern WorkplaceApplication in the Modern Workplace
Assembly Line Plants as Prototypical Examples
“Prisoners of Taylorism”
System of Remuneration (quotas - commission)
Re-Design - Reengineering
Benchmarking
Data are used to refine, improve, change, modify, and
eliminate organizational processes
Lean Manufacturing

19. Fayol’s Administrative TheoryFayol’s Administrative Theory
Henri Fayol (1841-1925)Henri Fayol (1841-1925)
General and Industrial Management
Principles and Elements of Management - how
managers should accomplish their managerial duties
PRIMARY FOCUS: Management
(Functions of Administration)
More Respect for Worker than Taylor
Workers are motivated by more than money
Equity in worker treatment
More PRESCRIPTIVE
http://www.lib.uwo.ca/business/fayol.html

20. Fayol’s Administrative TheoryFayol’s Administrative Theory
Five Elements of Management -- Managerial ObjectivesFive Elements of Management -- Managerial Objectives
Planning
Organizing
Command
Coordination
Control
Keep machine functioning effectively and efficientlyKeep machine functioning effectively and efficiently
Replace quickly and efficiently any part or process that didReplace quickly and efficiently any part or process that did
not contribute to the objectivesnot contribute to the objectives

21. Fayol’s Administrative TheoryFayol’s Administrative Theory
Fourteen Principles of Management (Tools for Accomplishing Objectives)Fourteen Principles of Management (Tools for Accomplishing Objectives)
Division of work - limited set of tasks
Authority and Responsibility - right to give orders
Discipline - agreements and sanctions
Unity of Command - only one supervisor
Unity of Direction - one manager per set of activities
Subordination of Individual Interest to General Interest
Remuneration of Personnel - fair price for services
Centralization - reduce importance of subordinate’s role
Scalar Chain - Fayol’s bridge
Order - effective and efficient operations
Equity - kindliness and justice
Stability of Tenure of Personnel - sufficient time for familiarity
Initiative - managers should rely on workers’ initiative
Esprit de corps - “union is strength” “loyal members”

22. Fayol’s Administrative TheoryFayol’s Administrative Theory
Positioned communication as a necessary ingredient toPositioned communication as a necessary ingredient to
successful managementsuccessful management
Application in the Modern WorkplaceApplication in the Modern Workplace
Fayol’s elements of management are recognized as theFayol’s elements of management are recognized as the
main objectives of modern managersmain objectives of modern managers
Planning - more participatoryPlanning - more participatory
Organizing - human relationships and communicationOrganizing - human relationships and communication
IMPORTANT TABLE 2.1 Comparison of ManagerialIMPORTANT TABLE 2.1 Comparison of Managerial
Skills (p. 32)Skills (p. 32)
Especially applicable for large organizationsEspecially applicable for large organizations
(military)(military)

23. Weber’s Theory of BureaucracyWeber’s Theory of Bureaucracy
Max Weber (1864-1920)Max Weber (1864-1920)
German Sociologist
Theory of Social and Economic Organization (1947)
Principles and Elements of Management - describe an
ideal or pure form of organizational structure (general
policy and specific commands
PRIMARY FOCUS: Organizational Structure
Worker should respect the “right” of managers to
direct activities dictated by organizational rules and
procedures
More DESCRIPTIVE
http://www2.pfeiffer.edu/~lridener/DSS/Weber/WEBRPER.HTML

24. Weber’s Theory of BureaucracyWeber’s Theory of Bureaucracy
Bureaucracy allows for the optimal form ofBureaucracy allows for the optimal form of
authority - “rational authority”authority - “rational authority”
Three types of Legitimate AuthorityThree types of Legitimate Authority
Traditional Authority - past customs; personal loyalty
Charismatic Authority - personal trust in character and
skills
Rational Authority - rational application of rules or
laws

25. Weber’s Theory of BureaucracyWeber’s Theory of Bureaucracy
Tenets of BureaucracyTenets of Bureaucracy
Rules
Specified sphere of competence
Hierarchy
Specialized Training
Workers do not own technology
No entitlement to “official position” by incumbent
Everything written down
Maintenance of “ideal type” - bureaucracy

26. Weber’s Theory of BureaucracyWeber’s Theory of Bureaucracy
Concerned with describing the ideal structure ofConcerned with describing the ideal structure of
an organizationan organization
Cornerstone: existence of written rulesCornerstone: existence of written rules
The rational application of written rules ensuresThe rational application of written rules ensures
the promotion of legitimate authority and thethe promotion of legitimate authority and the
effective and efficient functioning of theeffective and efficient functioning of the
organization.organization.

27. Weber’s Theory of BureaucracyWeber’s Theory of Bureaucracy
Application in the Modern WorkplaceApplication in the Modern Workplace
Large organizations guided by countless rulesLarge organizations guided by countless rules
are bureaucraciesare bureaucracies
Linked with inefficient, slow-movingLinked with inefficient, slow-moving
organizationsorganizations
Organizations have several characteristics ofOrganizations have several characteristics of
bureaucraciesbureaucracies

28. SUMMARYSUMMARY
Classical Theories of Organizations (p. 36)Classical Theories of Organizations (p. 36)
Taylor’s Theory of Scientific ManagementTaylor’s Theory of Scientific Management
Fayol’s Administrative TheoryFayol’s Administrative Theory
Weber’s Theory of BureaucracyWeber’s Theory of Bureaucracy
All 3 theories attempt to enhance management’s ability toAll 3 theories attempt to enhance management’s ability to
predict and control the behavior of their workerspredict and control the behavior of their workers
Considered only the task function of communicationConsidered only the task function of communication
(ignored relational and maintenance functions of(ignored relational and maintenance functions of
communication)communication)
Designed to predict and control behavior in organizationsDesigned to predict and control behavior in organizations

29. NEXT WEEKNEXT WEEK
Read CHAPTER 3: Humanistic Theories of OrganizationsRead CHAPTER 3: Humanistic Theories of Organizations
(pp. 39-62)(pp. 39-62)
Human Relations TheoryHuman Relations Theory
The Hawthorne Studies
McGregor’s Theory X and Theory Y
Human Resources TheoryHuman Resources Theory
Likert’s Systems Theory (Four Systems of
Management)
Blake and Mouton’s (a.k.a. Blake and McCanse)
Managerial Grid