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COMM 3170: Introduction to Organizational Communication Summer 2005 Dan Lair [email protected] Day Three: Broad Perspectives and an Introduction to Structure 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 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 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 Elton Mayo’s studies at Western Electric Three Foci: Productivity Informal organization Non-economic problems “Positive” view of work Recent Management Trends Human Resource Management Cultural Approaches to Management: Theory Z Toyotism – lean production Total Quality Management Re-engineering ????? Lessons from the History of Management 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 Structure v. Process Structure as a “substitute” for communication Structuration Theory and the “duality of structure” Structure as outcome and resource Structure as constraining and enabling Systems Thinking (adapted from Conrad & Poole, 2005) 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 Equifinality Equilibrium “Loose” v. “Tight” Coupling Openness v. Closedness Entropy Max Weber and the Study of Bureacracy Ideal Types Types of Rationality Types of Authority Bureaucracy as Organizational Form What are the key elements of bureaucracy? Strengths of Bureaucracy: 1) 2) 3) Fair, systematic, non-arbitrary Useful for large systems Stable Weakness of Bureaucracy: 1) 2) 3) Over-concentration of power Threat to individuality Formal rationality over substantive rationality For Wednesday 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