3 org theories

8/13/2019 3 Org Theories

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Classical Theories of Organizations

\\Theoretical Foundations

1Prof Dr Satish Pai-CEO,PEOPLE PLUS BusinessSolutions


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PREVIEW

ReviewTheoretical Relevancy

Minimizing MisunderstandingsClassical Theories of OrganizationsTaylors Theory of Scientific Management Fayols Administrative Theory

Webers Theory of Bureaucracy



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Organizational Communication

Foundations REVIEW

the process of creating, exchanging,interpreting (correctly or incorrectly), andstoring oral, nonverbal, and writtenmessages within (and across theboundaries of) a system of interrelated andinterdependent people working toaccomplish common tasks and goals withinan organization.

MESSAGE-CENTERED DEFINITION



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Assumptions and Features

Communication is central to theexistence of the organization

Organizational communication is acomplex process (creating, exchanging,interpreting, and storing messages)

Misunderstandings occur



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Misunderstandings

Instances in which people who arecommunicating dont share meanings as well as situations in which featuresof organizational life serve to impingeupon the efficient and effectivefunctioning of organizational members.



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Three Important ConstructsOrganizat ion al Ident i f icat ion (process & product)

An active process by which individuals link themselves toelements (people, policies, products, services, customers,values) in the social scene.Involves an individuals sense of membership in andconnection with an organization.

Jo b Sat isfact ion The degree to which employees feel fulfilled by their job andrelated experiences.

A pleasurable or positive emotional state from the appraisalof ones job or experiencesLinked to absenteeism and turnover

Com m unica t ion Sat i s fac t ionThe degree to which employees feel that communication isappropriate and satisfies their need for information and workrelationships6

Prof Dr Satish Pai-CEO,PEOPLE PLUS BusinessSolutions


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Communication Satisfaction (CSQ)Eight Factors concerned with communicationinformation, relationships, channels, and climate

Communication ClimateRelationship to Supervisors

Organizational IntegrationMedia QualityHorizontal and Informal CommunicationOrganizational PerspectiveRelationship with Subordinates

Personal Feedback

Communication satisfaction is often considered thesum of an individuals satisfaction with the abovedimensions.



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Primary Goal Reducemisunderstandingsthrough communication.



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Theory An explanation for how orwhy something occurs. . .

Question: What is themost efficient and effectivemeans of running an

organization?9Prof Dr Satish Pai-CEO,PEOPLE PLUS BusinessSolutions


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Functions of Theory DescribeExplainPredictControl

Classical approaches to organizationalmanagement and early organizationaltheories were designed to predict andcontrol behavior in organizations.



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Classical Theories ofOrganizations

Emerged in early part of the twentieth century.

Models were military and the Catholic Church.FeaturesStrict CONTROL of workers

Absolute CHAINS of COMMAND

PREDICTABILITY of behaviorUNIDIRECTIONAL downward influence



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Classical Theories of

Organizations:Relevancy and Metaphor

How and Why does studying classical theoryhelp us to understand how modernorganizations function and particularly therole that communication plays in effective

organizing?

What is the metaphor which characterizesthe classical approach to organizations?



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The Metaphor of the MachineOrganizations are viewed as if they are machines.

Managerial principlesModes of operation

Treatment of workersCommunication in the organization

Properties of MachinesVery predictableRarely deviates from the norm

Replace defective parts with other standard parts Specific rules exist regarding repair and specific roles

Organizational ApplicationWorkers behave predictably-management knows what toexpect

Workers operating outside expectations are replaced13Prof Dr Satish Pai-CEO,PEOPLE PLUS BusinessSolutions


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Minimizing MisunderstandingsSimple: Promote principles of SPECIALIZATION,STANDARDIZATION, and PREDICTABILITY

STRICT RULES & REGULATIONS regarding . . .how work is accomplished,who could speak to whom and when, andmanaging through fear.

PROBLEMSCreativity and intelligence are underutilizedIncreased dissatisfactionDecreased motivation and commitment to task andorganizationDecreased communication effectiveness and satisfaction14



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Distinguishing Classical TheoriesCreative Application Skit

Theory Matchbook Definition Describe the theory in a nutshell

Principles of ManagementMajor Elements of the Theory

Application in the Modern WorkplacePersonal Example(s)

How are misunderstandings minimized?What new forms of misunderstandings arecreated?

Unintentional by-productsContributions to occurrences of different problems



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Taylors Theory of Scientific Management Frederick Taylor (1856-1915)

The Father of Scientific Management Maximize worker capacity and profitsPROBLEM: Get employees to work at their maximumcapacityPRIMARY FOCUS: TASKShttp://www.northstar.k12.ak.us/schools/ryn/projects/inventors/taylor/taylor.html

Systematic SoldieringDeliberately working slowly as to avoid expanding more effortthan deemed necessaryReasons

Reduction in workforce due to decreased needPiecework system of remuneration - raise productionrequirements without increasing payRule of thumb training methods - inefficient16

http://www.northstar.k12.ak.us/schools/ryn/projects/inventors/taylor/taylor.htmlhttp://www.northstar.k12.ak.us/schools/ryn/projects/inventors/taylor/taylor.htmlhttp://www.northstar.k12.ak.us/schools/ryn/projects/inventors/taylor/taylor.htmlhttp://www.northstar.k12.ak.us/schools/ryn/projects/inventors/taylor/taylor.html


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Taylors Theory of Scientific Management Elements of Scientific ManagementScientific design of every aspect of every task

Time and Motion StudiesCareful selection and training of every task

Proper remuneration for fast and high-quality workMaximize output - increase pay

Equal division of work and responsibility between worker andmanager

Underlying ThemesManagers are intelligent; workers are and should be ignorantProvide opportunities for workers to achieve greater financialrewardsWorkers are motivated almost solely by wagesMaximum effort = Higher wagesManager is responsible for planning, training, and evaluating



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Taylors Theory of Scientific Management Application in the Modern Workplace

Assembly Line Plants as Prototypical ExamplesPrisoners of Taylorism

System of Remuneration (quotas - commission)Re-Design - ReengineeringBenchmarkingData are used to refine, improve, change, modify,and eliminate organizational processesLean Manufacturing



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Fayols Administrative Theory Henri Fayol (1841-1925)

General and Industrial ManagementPrinciples and Elements of Management - how

managers should accomplish their managerialdutiesPRIMARY FOCUS: Management(Functions of Administration)More Respect for Worker than Taylor

Workers are motivated by more than moneyEquity in worker treatment

More PRESCRIPTIVEhttp://www.lib.uwo.ca/business/fayol.html

http://www.lib.uwo.ca/business/fayol.htmlhttp://www.lib.uwo.ca/business/fayol.html


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Fayols Administrative Theory Five Elements of Management -- Managerial Objectives

PlanningOrganizing

CommandCoordinationControl

Keep machine functioning effectively and efficiently

Replace quickly and efficiently any part or process thatdid not contribute to the objectives



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Fayols Administrative Theory Fourteen Principles of Management (Tools for AccomplishingObjectives)

Division of work - limited set of tasks Authority and Responsibility - right to give ordersDiscipline - agreements and sanctionsUnity of Command - only one supervisorUnity of Direction - one manager per set of activitiesSubordination of Individual Interest to General InterestRemuneration of Personnel - fair price for servicesCentralization - reduce importance of subordinates role Scalar Chain - Fayols bridge Order - effective and efficient operationsEquity - kindliness and justiceStability of Tenure of Personnel - sufficient time for familiarityInitiative - managers should rely on workers initiative Esprit de corps - union is strength loyal members



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Fayols Administrative Theory Positioned communication as a necessary ingredientto successful management

Application in the Modern WorkplaceFayols elements of management are recognizedas the main objectives of modern managersPlanning - more participatoryOrganizing - human relationships andcommunicationIMPORTANT TABLE 2.1 Comparison ofManagerial Skills (p. 32)Especially applicable for large organizations

(military)22Prof Dr Satish Pai-CEO,PEOPLE PLUS BusinessSolutions


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Webers Theory of Bureaucracy Max Weber (1864-1920)

German SociologistTheory of Social and Economic Organization

(1947)Principles and Elements of Management -describe an ideal or pure form of organizationalstructure (general policy and specific commandsPRIMARY FOCUS: Organizational StructureWorker should respect the right of managers todirect activities dictated by organizational rules andproceduresMore DESCRIPTIVE

http://www2.pfeiffer.edu/~lridener/DSS/Weber/WEBRPER.HTML 23Prof Dr Satish Pai-CEO,PEOPLE PLUS BusinessSolutions
http://www2.pfeiffer.edu/~lridener/DSS/Weber/WEBRPER.HTMLhttp://www2.pfeiffer.edu/~lridener/DSS/Weber/WEBRPER.HTMLhttp://www2.pfeiffer.edu/~lridener/DSS/Weber/WEBRPER.HTML


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Webers Theory of Bureaucracy Bureaucracy allows for the optimal form ofauthority - rational authority

Three types of Legitimate AuthorityTraditional Authority - past customs; personalloyaltyCharismatic Authority - personal trust in character

and skillsRational Authority - rational application of rules orlaws



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Webers Theory of Bureaucracy Tenets of Bureaucracy

RulesSpecified sphere of competence

HierarchySpecialized TrainingWorkers do not own technologyNo entitlement to official position by incumbent

Everything written downMaintenance of ideal type - bureaucracy



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Webers Theory of Bureaucracy Concerned with describing the ideal structureof an organizationCornerstone: existence of written rules

The rational application of written rulesensures the promotion of legitimate authorityand the effective and efficient functioning ofthe organization.



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Webers Theory of Bureaucracy Application in the Modern Workplace

Large organizations guided by countless rules arebureaucracies

Linked with inefficient, slow-moving organizationsOrganizations have several characteristics ofbureaucracies



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SUMMARY

Classical Theories of Organizations (p. 36)Taylors Theory of Scientific Management Fayols Administrative Theory Webers Theory of Bureaucracy

All 3 theories attempt to enhance managementsability to predict and control the behavior of theirworkers

Considered only the task function of communication(ignored relational and maintenance functions ofcommunication)Designed to predict and control behavior inorganizations



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NEXT WEEK

Read CHAPTER 3: Humanistic Theories ofOrganizations(pp. 39-62)

Human Relations TheoryThe Hawthorne StudiesMcGregors Theory X and Theory Y

Human Resources TheoryLikerts Systems Theory (Four Systems of Management) Blake and Moutons (a.k.a. Blake and McCanse) ManagerialGrid


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