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CMS Unit 1 Exam – Flashcards

James Hopper

8 July 2022

question

What is an "organization"?

answer

'social structures created by individuals to support the collaborative pursuit of specified goals'

question

Would the text describe our organizational world as more or less complex than 100 years ago?

answer

more complex

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What are the five basic elements of organizations?

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1) Social Collectivity 2) Organizational/Individual Goals 3) Coordinating Activity (day-to-day comm.) 4) Organizational Structure 5) Embedding within environment

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What are the five lenses for the study of organizations and organizational communication?

answer

1) Classical 2) Human Relations/Human Resources 3) Cultures 4) Systems 5) Critical

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Classical Approach

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organizations as machine structures

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Human Relations/Human Resources

answer

organizations as families

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Cultures Approach

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organizations as stories and rituals, subcultures

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Systems Approach

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organizations as organisms, or networks, interdependence, parts working together

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Critical Approach

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organizations as systems of domination

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Why study organizations?

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Ubiquity, social benefits and ills, mediating effects, collective actors

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Ubiquity

answer

organizations are part of our daily lives, they surround us

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Social Benefits and Ills

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problems organizations can create - to prevent ills and still get the benefits

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Mediating Effects

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in society, we get things done with collectives/organizations - behavior is shaped by organizational structures

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Collective Actors

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organizations themselves are societal actors and have a mind of their own separate from those who comprise it (own property, elect reps, get sued)

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What should the goal of organizations be ?

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to make organizations better

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Why study organizational COMMUNICATION?

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communication is a sight of intervention, if you change the communication you can change the organization

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What is your own take away from "lenshifting" during the Lenses activity?

answer

there are different ways of looking at situations and dealing with them

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Outsourcing

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businesses move manufacturing and service centers to countries where labor is cheap

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Globalization - positives

answer

opportunities for entrepreneurs

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Globalization - negatives

answer

domestic job loss, exploitation of workers in 3rd world nations, environmental problems, increase inequality, weaken cultural diversity, advance corporate interest rates at the expense of the well-being of ordinary citizens

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Multinational Organization

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has its facilities and other assets in at least one country other than its home country

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where does "hyper globalization" come from?

answer

it comes from deeply integrated economic systems in order to enhance the goals of national sovereignty and democratic politics -- scale back

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Terrorism, what do we want to do about it?

answer

enhance border security, improve tracking of possible terrorist activities, develop ability to first-response organizations to act quickly - homeland security

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Terrorism and communication

answer

understand how terrorists recruit and socialize, how they make decisions and develop leadership

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Organizations of important for what involving climate change?

answer

for (global) debates, dealing with effects like forest fires, addressing it which can be an opportunity for businesses to raise level of responsibility, govt. reps working to find ways the nation can work together to eliminate it, "greening of organizations" as opportunity for profit and social responsibility, effectively enhance awareness

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Changing Demographics and communication

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results in multicultural workplaces, workers with increasing responsibility to aging family members, workers with longer commutes/telecommute, challenge of treating different ethnicities equally

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Co-Op

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(Cooperatives) individuals with similar needs and goals to come together in organizations that are motivated by a concern for democracy, social justice, and environmetal global responsibility

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SMCR model

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SOURCE transmits a MESSAGE through a CHANNEL to a RECEIVER

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example of SMCR model

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supervisor asking for volunteers to work on the weekend through an email sent to all her employees

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example of SMCR model: source?

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supervisor

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example of SMCR model: message?

answer

to work on the weekend

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example of SMCR model: channel?

answer

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example of SMCR model: receiver?

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employees

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Transmission Model of Communication

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communication is a way of moving information from sources to receivers (like SMCR model)

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Constitutive Model of Communication

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communication seen as a process that produces and reproduces shared meanings communication as shared dialogue and way to enhance understanding about self and others

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communication is best seen as a means of...

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persuasion and motivation

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Machine Metaphor

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large organizations couldn't exist without specific concrete machines that allow us to coordinate activity at such a large scale

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According to the Machine Metaphor, businesses ought to be...

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reliable, standardizable, predictable

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According to the Machine Metaphor, the ultimate goal of organizations is

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efficiency

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Efficiency

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the ratio of the useful work performed by a machine or in a process to the total energy expended or heat taken in -google

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Specialization

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every part has a specific function Specialization of tasks - division of labor - how organizations can be seen as machine-like

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Standardization

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machines are designed in such a way that the parts in one machine are the same as those in a similar machine and can be replaced (Related notion of replaceability -If a worker on an assembly line quits, a machine-like organization can easily replace that worker)

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Predictability

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there are rules that govern the way a machine is built and how it operates. There's a finite number of things that could be wrong if something breaks- If we rationally think through the problem, we should be able to fix the machine

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"Modern Officialdom"

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max weber the rules are king

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Max Weber

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had a theory of bureaucracy

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theory of bureaucracy

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doesn't advocate for a particular organizational form as best, but it lays features of an abstract/idealized organization of a given type

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Weber's six facets of bureaucracy:

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1) Fixed Responsibility/Division of labor 2) Hierarchy, clearly defined 3) Centralized Decision Making 4) Closed System *5) Rules/Documentation 6) Rational-Legal Authority

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Weber's six facets of bureaucracy: division of labor

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formally ascribed jobs (for every role)

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Weber's six facets of bureaucracy: Hierarchy

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run of centralized authority where rules stem from the top, which is determined by qualification (controversy over CEO pay)

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Weber's six facets of bureaucracy: closed system

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standardize input and outputs; only work for your organization (no distractions)

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Weber's six facets of bureaucracy: rules/documentation

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bureau is where the rules are kept, they are stable and slow to change, they are exhaustive by covering everything, they aren't a secret, they can be learned

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Weber's six facets of bureaucracy: rational-legal authority

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reliance on info and expertise that have created a system of rules and norms, not resting in the individual. This type dominates this theory. It relies on rationality, expertise, norms and rules; Impersonal

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Iron Cage

answer

standardized, efficient,t dehumanizing

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What are the forms of authority we discussed in class?

answer

traditional, charismatic and rational-legal

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Traditional/Legit Authority

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power based on long-standing beliefs of who should have control tradition>abilities, actions, behaviors

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Charismatic Authority

answer

power based on person's personality and ability to attract and interact with followers highly unstable usuallly for cults

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So........ his theory of bureaucracy in my words

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closed system with rational-legal authority with strict reliance on rules, division of labor, established hierarchy with centralized power, it is impersonal with rationality as the guiding force, individuality is discouraged, dominates through knowledge, without hatred or passion, without affection or enthusiasm

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Fredrick Winslow Taylor

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seeker of the oNE BEST WAY

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Scientific Management

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finding the one best way, managers are like scientists

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Time and Motion Studies

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observed movements/time to do things

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Scientific Management: communication is about...

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formalized messages

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Scientific Management: four principles

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1) replace rule of thumb methods with scientifically determined tasks (ways of operating) 2) scientifically select, train, and develop employees 3) provide detailed instructions and supervision for each workers 4) divid work between managers and workers -managers develop the science -workers do the task

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How did the candy packing activity apply to scientific management and the classical approach?

answer

like machines, but did study to find which was the one best way

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Scientific Management: goal

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efficiency

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Scientific Management: analytics

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analytics should not just be driven by data, its about your perspective as leaders you must be open to you bias being corrected

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Scientific Management: analytics levels and artifacts

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1) collect (surveys) 2) summarize (charts, tables, graphs) 3) analyze (correlation/regression) 4) synthesize (stories/images) (increase value to organization with increase in amount of context, perspective, meaning)

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Scientific Management: analytics levels: collect

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are the data biased in some way? the method of collection sisterly bias? does the data as collective fit the story? (i.e soy milk @ starbucks)

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Scientific Management: analytics levels: summary

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tables of numbers, simple stats and charts are the data being summarized in a way that is helpful for making a decision? is there some other way to summarize the data? (one issue at a time)

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Scientific Management: analytics levels: analysis

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relationships between factors - models, correlations, more complex graphs and stats what is the underlying relationship being depicted? are we looking at the right relationships? captures info in more useful way

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Scientific Management: analytics levels: Synthesis

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so what? what does this mean? what should we do? what is the goal? what is the value?

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Scientific Management: critiques

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-management bias -dehumanizing -science as a political process -also an imperfect process

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Scientific Management: management bias?

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power in the hands of managers without checks and balances

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Scientific Management: science as a political process?

answer

people with agendas hate data; if you already had a plan in mind, results might be bias

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Scientific Management: imperfect process?

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weaknesses in science (ex: small sample size)

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Classical Approach: Content, Flow, Channel, Style

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Content - task; flow - vertical downward; channel - written; style - formal, standardized

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Upward communication

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content - what are subordinates doing, unsolved work problems, complaints and suggestion, still focused on task but difficult to minimize because it is somewhat useful

question

maximize frequency

answer

low workload, high trust of supervisors, positive information - shows how the classical approach is starting to struggle

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maximize distortion

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low trust, high aspirations (like promotions), supervisor has lots of upward influence

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why does distortion exist?

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because of hierarchy

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the 'perfect' downward communication

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necessary for classical approach - job instructions, job rational (how your job fits larger goals), organizational rules, appraisals of performance

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how can we make the perfect downward communication effective?

answer

we don't know - maybe think increasing frequency...but that might overwhelm

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Henri Fayol

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"Father of modern operational management theory" - theory of classical management

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Fayol's theory of classical management

answer

perspective theory - elements of management are planning, organizing, commanding, coordinating and controlling, which is not actually what managers do and instead are interpersonal, informational, decisional functions

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Scalar Chain

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an organization should be arranged in a strict hierarchy with limited communication in a vertical flow horizontal communication at the same hierarchical level

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Span of Control

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managers most effective if they have control of a limited number of employees

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Espirt de corps

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no dissension in organizational ranks "all for one and one for all"

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so.... fayol's theory in my words

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clear rules, highly structured, employees rewarded through equitable distribution of monetary rewards, labor strictly for goals of the organization

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Systematic Soldiering

answer

social pressure to keep productivity down and wages up -uneven work that resulted from job training through custom and tradition -social pressure diluted by selecting specific workers for specific jobs -resulted from rate busting and the system of piecework pay

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how to combat system soldiering

answer

piece rate should be based on minimum standards set through time and motion studies

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Human Relations Metaphor

answer

organizations are families (care for, nurture workers) - making sure workers are fulfilled

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Human Relations: what kind of communication is important?

answer

horizontal, worker communication/relationships are just as important as messages from managers

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Human Relations: concern for productivity?

answer

yes, but more about satisfying the needs of workers and the social environment

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Human Relations: Hawthorne studies

answer

went from giving no attention to workers to full attention on workers. focused on human needs: social and feedback which made the workplace more interesting/fun

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Hawthorne Studies' interest

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Interested in how changes in the work environment would affect the productivity of factory workers

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McGregor's Theory X

answer

workers are lazy, self-centered, resist change, aren't ambitious, they aren't creative

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McGregor's Theory Y

answer

workers don't need the threat of punishment, they seek responsibility, work for self-actualization/fulfillment. A lot of us would still work

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McGregor's Theories - main question

answer

Would you work if you didn't have to?

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McGregor - How do these explanations about the nature of work fit the human relations approach

answer

according to theory y and the human relations approach, we need to make sure the worker is happy and fulfill their self actualization

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According to Theory X, what are the roles of managers and employees?

answer

a manager influenced by the most negative aspects of classical management (McGregor thinks is incorrect) - Management responsible for: organizing money, material, and people for economic ends (he is forceful, People must be controlled and motivated to fit organizational needs). Without intervention and direction, people would be passive or resistant to the achievement of organizational needs

question

According to Theory Y, what are the roles of managers and employees?

answer

managers should conceptualize workers as motivated by higher-order needs in Maslow's triangle and as capable of independent achievements in the workplace; adheres to the precepts of the human relations movement Employees; in human relations theories motivation: financial gain and desire to satisfy higher-order needs

question

Herzberg

answer

Theory of Needs/Feelings

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Herzberg's Theory of Needs

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neither theory x nor y; there is a difference between dissatifisication and satisfaction at work (the causes are different)

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Hygiene Factors

answer

--> Dissatisfaction salary, working conditions, security, interpersonal relationships, status at work

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Hygiene Factors and Maslow's level of needs

answer

these are the lower-level needs

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If you have hygiene factors...

answer

you may not be dissatisfied threshold: "meh"

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When do we notice hygiene factors?

answer

we don't notice them unless theres a problem

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Motivation Factors

answer

--> Satisfaction achievement, recognition, personal growth

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Motivation Factors and Maslow's level of needs

answer

these are the upper-level needs

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Focus on motivation or hygiene factors?

answer

can't just focus on one or the other, have to provide both

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underlying notion of human relations

answer

job satisfaction --> job performance

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Problems with Human Relations approach

answer

1) imperially, doesn't always hold/work 2) principles can be misused -you can't say satisfaction = production

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Likert's Four Organizational Systems

answer

1) Participative Organization 2) Consultative Organization 3) Benevolent Authoritative 4) Exploitative Authoritative

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Likert's Four Organizational Systems: Participative

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(Human Resources Approach) decision making and control at every organizational level

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Likert's Four Organizational Systems: Consultative

answer

(Human Relations Approach) top level decision making and control with employee input

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Likert's Four Organizational Systems: Benevolent

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(Classical Approach) motivation through economic and ego awards, limited communication

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Likert's Four Organizational Systems: Exploitative Authoritative

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(Classical Approach) motivation through threats and fear; top level decision making and control

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Human Resources concerned with

answer

human and productivity

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Human Resources 'Metaphor?'

answer

consideration of how workers can contribute to the workplace not only through just "working" or "feeling" but also through thinking and participating in many aspects of organizational functioning

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Blake and Mouton's Leadership Grid

answer

combination of classical and human relations that maximizes resources Person - Production

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Blake and Mouton's Leadership Grid: Low-Low

answer

Impoverished Management -minimum to get by

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Blake and Mouton's Leadership Grid: High-Low

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Country Club Management -harmony, avoid conflict, focus on happiness

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Blake and Mouton's Leadership Grid: Low-High

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Authority Compliance -downward communication, more task oriented than people oriented

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Blake and Mouton's Leadership Grid: Equal

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Middle of Road Management -still lacking in both areas, a compromise, moderate levels

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Blake and Mouton's Leadership Grid: High-High

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Team Management -teamwork, interdependence

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What do Blake & Mouton claim is the best approach to leadership in their model?

answer

Team Management

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Job Satisfaction and Performance: Model 1

answer

Job Satisfaction --> Job Performance (Human Relations)

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Job Satisfaction and Performance: Model 2

answer

Job Satisfaction <-- Job Performance

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Job Satisfaction and Performance: Model 3

answer

Job Satisfaction Job Performance

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Job Satisfaction and Performance: Model 4

answer

Job Satisfaction Job Performance

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What is the 'x factor' in Model 4?

answer

role ambiguity, self-esteem, commitment to the organization

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Model 4 - "X Factor" : Role ambiguity

answer

if i know what my job/role is, i'll do better and be happier

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Model 4 - "X Factor" : Self-Esteem

answer

am i a worthwhile person?

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Model 4 - "X Factor" : commitment to the organization

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i believe in my organization

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Model 4 - good explanation?

answer

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Job Satisfaction and Performance: Model 5

answer

Job Satisfaction Job Performance

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Model 5 - "?": Moderators

answer

Moderators: factor that intensifies or weakens other relationship/factors

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Job Satisfaction and Performance: Integrated Model

answer

a) Job Satisfaction Job Performance

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Define the two types of Moderators depending on direction

answer

a) Autonomy b) Conscientiousness

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Explain the two types of Moderators depending on direction

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Autonomy - having control over your work, choices paying off can make you happier Conscientiousness - there are some people who really want to do a good job (very focused, has a mindset), will perform better if they're happy while working

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Feedback

answer

a negative evaluation of someone's behavior which means you are not talking about positive feedback (they've done something/responsible for a behavior you want them to change)

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Primary and secondary goal of feedback

answer

Primary: get person to change their behavior Secondary: to be able to vent without ruining the relationship

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Guidelines for Feedback

answer

positive --> negative --> positive focus on behavior, not the person give reasons why behavior should change, not for what you want give benefits from their perspective

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Maslow's Hierarchy of Needs

answer

(Bottom to top) 1) Physiological 2) Safety 3) Love/Belonging 4) Esteem 5) Self Actualization

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Must lower-order needs be satisfied before higher-order needs can be?

answer

Yes

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Hierarchy of Needs: Level 1

answer

Physiological: living wage that allows people to buy adequate food or clothing; physical conditions that don't violate human body

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Hierarchy of Needs: Level 2

answer

Safety: wages to procure shelter; healthy working conditions

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Hierarchy of Needs: Level 3

answer

Love/Belonging: relationships with coworkers and managers

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Hierarchy of Needs: Level 4

answer

Esteem: external - public recognition and attention (compensation and reward structures) internal - sense of accomplishment, achievement, confidence (provision of challenging jobs for employees to achieve and excel)

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Hierarchy of Needs: Level 5

answer

Actualization: provision of jobs that allow an individual to exercise responsibility and creativity in the work place, be all you can

question

According to Blake and Mouton's model, should all managers adopt a team management approach? Why or why not?

answer

"Blake and Mouton believe that all managers within an organization should adopt a team management approach because such an approach would maximize concern for both production and people"

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Prepotency

answer

lower-level needs must be satisfied before an individual can move on to higher-level needs

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What is total quality management?

answer

Some don't believe that TQM has enhanced competitiveness, programs have been discontinued because of failure to produce results. a system of management based on the principle that every staff member must be committed to maintaining high standards of work in every aspect of a company's operations. ** • A compressive approach to organizational management that seeks to improve the quality of product through on going refinements in response to continuous feedback o Everyone was making little comments and it was to much, so they do team-based now

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How does total quality management exemplify the principles of a human resources approach?

answer

high productivity and high human needs

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Are total quality management and team-based organizing appropriate in every situation?

answer

not in every situation

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What situations are particularly suited to team-based organizing?

answer

work that cuts across functional lines, a diverse and complex organizational environment a rapidly changing workplace in which innovation is critical

question

What metaphor characterizes systems approaches?

answer

Organizations as (biological) organisms

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What does the systems metaphor suggest about organizations?

answer

organizations are not self-contained. interaction with the environment is necessary for survival (interrelationship and reliance on one another)

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Systems Approach: components

answer

-hierarchical ordering -interdependence -permeability

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Systems Approach: components: hierarchical ordering

answer

not authoritative, systems within systems

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Systems Approach: components: permeability

answer

info allowed to flow in and out, boundary can be weak or strong

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Systems Approach: processes

answer

-input-throughput-output -Process of Exchange -Process of Feedback

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Systems Approach: processes: Input-Throughput-Output

answer

input: materials/info from environment through permeable boundaries throughput: system works on inputs with transformational process output: returned changed/transformed output to environment

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Systems Approach: processes: Process of Exchange

answer

input and output activities require process of exchange with environment outside of systems boundaries

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Systems Approach: processes: Process of Feedback

answer

1) Corrective (deviation-reducing) 2) Positive, Growth (deviation-amplifying); system changes its functioning for growth

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Systems Approach: processes: Process of Feedback - Positive, Growth example

answer

visting campus online before physically visiting when making a decision

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Systems Approach: properties

answer

-holism -equifinality -negative entropy -requisite variety "matching complexity"

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Systems Approach: properties: Holism

answer

system>sum of its parts (synergy) you're better together than you are on your own; it's not just about the components

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Systems Approach: properties: Equifinality

answer

there are a variety of ways to reach system goal; there is no "one best way"

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Systems Approach: properties: Negative Entropy

answer

closed systems run down; open systems survive and grow with permeable boundaries ability of systems to sustain themselves and grow

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Systems Approach: properties: Requisite Variety

answer

"matching complexity" - system must be as complex as its environment

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Weick's Model of Organizing:

answer

ecological change (some new piece of info) --> enactment --> selection --> retention

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Weick's Model of Organizing two questions

answer

1) How does the organization make sense of the information? -how organizations make decision, can't decide unless it understands the choices 2) How does that understanding change the organization? -process of understanding is a creative process

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Weick's Model of Organizing two questions - answers

answer

1) assembly rule, talking to each other, communication cycles 2) overtime as encountering new info, they are developing, retaining, refining assembly rules -creates established way of operating

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Assembly rules

answer

ways of doing things

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Weick's Model of Organizing: Sensemaking

answer

way of describing how organizations process information

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enactment

answer

there are existing templates, history of organization -assembly rules -to create meaning process of individuals creating the environment that confronts them through social interaction and sensemaking

question

if a new assembly works (__1__), they keep it (__2__),

answer

1 = selection 2 = retention

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Equivocality

answer

noise and mess -organizations tell a story about this mess -not just being perceived differently, also enacting -changing the info (what is relevant? what does it mean?)

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Weick's model and the Ayole case

answer

#1) with help of outside agents, interpreted info differently #2) as new issues arise, they can address them using the new ways of fixing the pump

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highly stable --> highly volatile organizational forms

answer

more interaction, fewer establishments

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highly stable (--> highly volatile)

answer

highly stable: more established assembly rules, info is the same

question

(highly stable -->) highly volatile

answer

highly volatile: new info - more communication and less well established assembly rules, reinventing when more rigorative communication/sensemaking

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Loosely-Coupled Organic Organization

answer

highly volatile

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5 Organizational Forms for Systems Approach thought he said we don't have to know this**

answer

1) rigid bureaucracy in highly stable environments 2) project teams and task force 3) matrix organization -research and products 4) project organization 5) loosely-coupled organic organizations

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how do assembly rules change as we move across the continuum from more to less stable environments? How does the amount of communication change we move across the continuum from more to less stable environments?

answer

assembly rules less established, communication increases

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How do these different organizational forms illustrate the idea that organizational systems are linked to their environments?

answer

sense making helps the organization fit its environment

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Network Analysis

answer

large patterns of relationships among people - has to account for emergence character

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Emergence

answer

shaping to environments ex) clap at the same beat - adjusted our temps

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Network Content

answer

the stuff that is flowing through the linkeages in the network Material can flow through a network as can many types of information or intangibles (affection or influence)

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Network Mode

answer

the communication medium through which network linkages are maintained: Written, Face-to-face, Communication technologies has increased the number of possible network modes (wireless, hyperlinks)

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Level of Analysis

answer

Intraorganizational networks - look at connections among individuals within given organization Interorganizational networks - consider links among many organizations

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Network Density

answer

Highly dense: many interconnections among network members Less dense: more loosely interconnected

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Link Strength

answer

Strong link: great deal of communication flowing between two people; one that has endured over long period of time; one in which the exchange is deemed important by network participants

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Node

answer

An organization and its sub-orgs is a set of nodes connected to a root node. A root perspective is a point of reference that can be established at any node in a network, including an organization root of one.

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Link Symmetry

answer

whether the two nodes involved in the link have the same kind of relationship with each other ex) Supervisor/subordinate relationship is asymmetrical; coworker relationship is symmetrical

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Multiplexity

answer

the number of different kinds of content that flow through a particular link- Two organizations that share material resources, information, and personnel

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Clique

answer

The idea of a clique is relatively simple. At the most general level, a clique is a sub-set of a network in which the actors are more closely and intensely tied to one another than they are to other members of the network. In terms of friendship ties, for example, it is not unusual for people in human groups to form "cliques" on the basis of age, gender, race, ethnicity, religion/ideology, and many other things.

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Isolate

answer

Mike doesn't talk to anyone in the network

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Bridge

answer

Dan serves as a bridge to individuals outside of the group

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Liaison

answer

Ernest talks to 2 people who have radically different connections within the network

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Network Centrality

answer

Centrality is a key concept in network studies. As the everyday use of the term implies, it means that a person or organization is in some way a focal point or main figure in whatever group of people or organizations is being considered...network analysts hypothesize that centrality may be an indicator of power if it is assumed that the person or organization is a "gatekeeper" and/or a gathering point for information, with the information contributing to power because of its importance.

question

example of network centrality

answer

Bob and Sam, both of whom have five close friends, more than anyone else on the playground. However, Bob's five friends have no other friends besides Bob, whereas Sam's five friends all have several other friends in addition to Sam. Intuitively, we tend to assume that Sam is more central in the overall network of playground friendships than Bob. Similarly, an organization connected to organizations that have many other connections is assumed to be more central. It is in effect a kind of "friends of friends" analysis.

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Social Collectivity

answer

organizations are social places, made up of people

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Goals

answer

goals aren't unitary, there might be an overarching goal

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Coordinating Activity

answer

they have to solicit contributions from individuals but they have to organize them in some way

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Structure

answer

rules and resources the organization has created over time ex) organizational chart, who supervises whom

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Environmental Embedding

answer

the organizational environment, and physical environment, is constituted with other organizations ex) UT's relationship with the state legislature

question

Is one approach or lens better than the others? Why or why not?

answer

Neither approach nor lens is better than the other. While lenses can focus our attention on some things at the expense of others, we still need to look at organizations through all 5 lenses. They work together by complimenting one another and giving us different outlooks.

question

Was Weber critical of Bureaucracy?

answer

Although skeptical about some of the tenants of bureaucracy, Weber believed that bureaucratic organizations would eventually dominate in society because of their technical superiority

question

the Western Electric case (exemplifies the human relations approach)

answer

google - Smith (P) began working for Western Electric Company (D) in 1950. In 1975 he began to suffer serious respiratory problems due to exposure to second hand tobacco smoke at work. By 1980 Western Electric had adopted a policy of protecting nonsmokers from smokers at the recommendation of the National Institute for Occupational Safety and Health. Smith filed suit in August 1980, seeking to enjoin Western Electric from exposing him to tobacco smoke in the workplace. The plaintiff alleged that he had been handicapped by his susceptibility to second hand tobacco smoke and alleged that defendant had breached its common law duty to provide a safe workplace. The trial court granted Western Electric's motion to dismiss for failure to state a claim upon which relief could be granted and Smith appealed.

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What are the key elements of case analysis we will use in this class? Explain them In thinking through the case, how did we start?

answer

•Analysis: make sense of the problem •Application: take theory from the class and utilize it •Projection - what is going to happen in the organization we started using a consultant mindset

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Clique (again)

answer

cliques are communication networks within a system. Cliques are made up of a tight cluster of nodes

1 of

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question

What is an "organization"?

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'social structures created by individuals to support the collaborative pursuit of specified goals'

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Would the text describe our organizational world as more or less complex than 100 years ago?

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more complex

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What are the five basic elements of organizations?

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1) Social Collectivity 2) Organizational/Individual Goals 3) Coordinating Activity (day-to-day comm.) 4) Organizational Structure 5) Embedding within environment

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What are the five lenses for the study of organizations and organizational communication?

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1) Classical 2) Human Relations/Human Resources 3) Cultures 4) Systems 5) Critical

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Classical Approach

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organizations as machine structures

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Human Relations/Human Resources

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organizations as families

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Cultures Approach

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organizations as stories and rituals, subcultures

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Systems Approach

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organizations as organisms, or networks, interdependence, parts working together

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Critical Approach

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organizations as systems of domination

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Why study organizations?

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Ubiquity, social benefits and ills, mediating effects, collective actors

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Ubiquity

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organizations are part of our daily lives, they surround us

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Social Benefits and Ills

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problems organizations can create - to prevent ills and still get the benefits

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Mediating Effects

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in society, we get things done with collectives/organizations - behavior is shaped by organizational structures

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Collective Actors

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organizations themselves are societal actors and have a mind of their own separate from those who comprise it (own property, elect reps, get sued)

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What should the goal of organizations be ?

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to make organizations better

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Why study organizational COMMUNICATION?

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communication is a sight of intervention, if you change the communication you can change the organization

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What is your own take away from "lenshifting" during the Lenses activity?

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there are different ways of looking at situations and dealing with them

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Outsourcing

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businesses move manufacturing and service centers to countries where labor is cheap

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Globalization - positives

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opportunities for entrepreneurs

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Globalization - negatives

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Multinational Organization

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has its facilities and other assets in at least one country other than its home country

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where does "hyper globalization" come from?

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it comes from deeply integrated economic systems in order to enhance the goals of national sovereignty and democratic politics -- scale back

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Terrorism, what do we want to do about it?

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enhance border security, improve tracking of possible terrorist activities, develop ability to first-response organizations to act quickly - homeland security

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Terrorism and communication

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understand how terrorists recruit and socialize, how they make decisions and develop leadership

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Organizations of important for what involving climate change?

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Changing Demographics and communication

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results in multicultural workplaces, workers with increasing responsibility to aging family members, workers with longer commutes/telecommute, challenge of treating different ethnicities equally

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Co-Op

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(Cooperatives) individuals with similar needs and goals to come together in organizations that are motivated by a concern for democracy, social justice, and environmetal global responsibility

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SMCR model

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SOURCE transmits a MESSAGE through a CHANNEL to a RECEIVER

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example of SMCR model

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supervisor asking for volunteers to work on the weekend through an email sent to all her employees

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example of SMCR model: source?

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supervisor

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example of SMCR model: message?

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to work on the weekend

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example of SMCR model: channel?

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example of SMCR model: receiver?

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employees

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Transmission Model of Communication

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communication is a way of moving information from sources to receivers (like SMCR model)

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Constitutive Model of Communication

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communication seen as a process that produces and reproduces shared meanings communication as shared dialogue and way to enhance understanding about self and others

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communication is best seen as a means of...

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persuasion and motivation

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Machine Metaphor

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large organizations couldn't exist without specific concrete machines that allow us to coordinate activity at such a large scale

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According to the Machine Metaphor, businesses ought to be...

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reliable, standardizable, predictable

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According to the Machine Metaphor, the ultimate goal of organizations is

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efficiency

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Efficiency

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the ratio of the useful work performed by a machine or in a process to the total energy expended or heat taken in -google

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Specialization

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every part has a specific function Specialization of tasks - division of labor - how organizations can be seen as machine-like

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Standardization

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Predictability

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"Modern Officialdom"

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max weber the rules are king

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Max Weber

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had a theory of bureaucracy

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theory of bureaucracy

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doesn't advocate for a particular organizational form as best, but it lays features of an abstract/idealized organization of a given type

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Weber's six facets of bureaucracy:

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1) Fixed Responsibility/Division of labor 2) Hierarchy, clearly defined 3) Centralized Decision Making 4) Closed System *5) Rules/Documentation 6) Rational-Legal Authority

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Weber's six facets of bureaucracy: division of labor

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formally ascribed jobs (for every role)

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Weber's six facets of bureaucracy: Hierarchy

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run of centralized authority where rules stem from the top, which is determined by qualification (controversy over CEO pay)

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Weber's six facets of bureaucracy: closed system

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standardize input and outputs; only work for your organization (no distractions)

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Weber's six facets of bureaucracy: rules/documentation

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bureau is where the rules are kept, they are stable and slow to change, they are exhaustive by covering everything, they aren't a secret, they can be learned

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Weber's six facets of bureaucracy: rational-legal authority

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Iron Cage

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standardized, efficient,t dehumanizing

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What are the forms of authority we discussed in class?

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traditional, charismatic and rational-legal

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Traditional/Legit Authority

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power based on long-standing beliefs of who should have control tradition>abilities, actions, behaviors

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Charismatic Authority

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power based on person's personality and ability to attract and interact with followers highly unstable usuallly for cults

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So........ his theory of bureaucracy in my words

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Fredrick Winslow Taylor

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seeker of the oNE BEST WAY

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Scientific Management

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finding the one best way, managers are like scientists

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Time and Motion Studies

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observed movements/time to do things

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Scientific Management: communication is about...

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formalized messages

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Scientific Management: four principles

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How did the candy packing activity apply to scientific management and the classical approach?

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like machines, but did study to find which was the one best way

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Scientific Management: goal

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efficiency

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Scientific Management: analytics

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analytics should not just be driven by data, its about your perspective as leaders you must be open to you bias being corrected

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Scientific Management: analytics levels and artifacts

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Scientific Management: analytics levels: collect

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are the data biased in some way? the method of collection sisterly bias? does the data as collective fit the story? (i.e soy milk @ starbucks)

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Scientific Management: analytics levels: summary

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tables of numbers, simple stats and charts are the data being summarized in a way that is helpful for making a decision? is there some other way to summarize the data? (one issue at a time)

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Scientific Management: analytics levels: analysis

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Scientific Management: analytics levels: Synthesis

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so what? what does this mean? what should we do? what is the goal? what is the value?

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Scientific Management: critiques

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-management bias -dehumanizing -science as a political process -also an imperfect process

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Scientific Management: management bias?

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power in the hands of managers without checks and balances

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Scientific Management: science as a political process?

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people with agendas hate data; if you already had a plan in mind, results might be bias

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Scientific Management: imperfect process?

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weaknesses in science (ex: small sample size)

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Classical Approach: Content, Flow, Channel, Style

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Content - task; flow - vertical downward; channel - written; style - formal, standardized

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Upward communication

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content - what are subordinates doing, unsolved work problems, complaints and suggestion, still focused on task but difficult to minimize because it is somewhat useful

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maximize frequency

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low workload, high trust of supervisors, positive information - shows how the classical approach is starting to struggle

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maximize distortion

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low trust, high aspirations (like promotions), supervisor has lots of upward influence

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why does distortion exist?

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because of hierarchy

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the 'perfect' downward communication

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necessary for classical approach - job instructions, job rational (how your job fits larger goals), organizational rules, appraisals of performance

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how can we make the perfect downward communication effective?

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we don't know - maybe think increasing frequency...but that might overwhelm

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Henri Fayol

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"Father of modern operational management theory" - theory of classical management

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Fayol's theory of classical management

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Scalar Chain

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an organization should be arranged in a strict hierarchy with limited communication in a vertical flow horizontal communication at the same hierarchical level

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Span of Control

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managers most effective if they have control of a limited number of employees

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Espirt de corps

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no dissension in organizational ranks "all for one and one for all"

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so.... fayol's theory in my words

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clear rules, highly structured, employees rewarded through equitable distribution of monetary rewards, labor strictly for goals of the organization

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Systematic Soldiering

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how to combat system soldiering

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piece rate should be based on minimum standards set through time and motion studies

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Human Relations Metaphor

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organizations are families (care for, nurture workers) - making sure workers are fulfilled

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Human Relations: what kind of communication is important?

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horizontal, worker communication/relationships are just as important as messages from managers

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Human Relations: concern for productivity?

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yes, but more about satisfying the needs of workers and the social environment

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Human Relations: Hawthorne studies

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went from giving no attention to workers to full attention on workers. focused on human needs: social and feedback which made the workplace more interesting/fun

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Hawthorne Studies' interest

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Interested in how changes in the work environment would affect the productivity of factory workers

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McGregor's Theory X

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workers are lazy, self-centered, resist change, aren't ambitious, they aren't creative

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McGregor's Theory Y

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workers don't need the threat of punishment, they seek responsibility, work for self-actualization/fulfillment. A lot of us would still work

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McGregor's Theories - main question

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Would you work if you didn't have to?

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McGregor - How do these explanations about the nature of work fit the human relations approach

answer

according to theory y and the human relations approach, we need to make sure the worker is happy and fulfill their self actualization

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According to Theory X, what are the roles of managers and employees?

answer

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According to Theory Y, what are the roles of managers and employees?

answer

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Herzberg

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Theory of Needs/Feelings

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Herzberg's Theory of Needs

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neither theory x nor y; there is a difference between dissatifisication and satisfaction at work (the causes are different)

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Hygiene Factors

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--> Dissatisfaction salary, working conditions, security, interpersonal relationships, status at work

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Hygiene Factors and Maslow's level of needs

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these are the lower-level needs

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If you have hygiene factors...

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you may not be dissatisfied threshold: "meh"

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When do we notice hygiene factors?

answer

we don't notice them unless theres a problem

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Motivation Factors

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--> Satisfaction achievement, recognition, personal growth

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Motivation Factors and Maslow's level of needs

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these are the upper-level needs

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Focus on motivation or hygiene factors?

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can't just focus on one or the other, have to provide both

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underlying notion of human relations

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job satisfaction --> job performance

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Problems with Human Relations approach

answer

1) imperially, doesn't always hold/work 2) principles can be misused -you can't say satisfaction = production

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Likert's Four Organizational Systems

answer

1) Participative Organization 2) Consultative Organization 3) Benevolent Authoritative 4) Exploitative Authoritative

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Likert's Four Organizational Systems: Participative

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(Human Resources Approach) decision making and control at every organizational level

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Likert's Four Organizational Systems: Consultative

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(Human Relations Approach) top level decision making and control with employee input

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Likert's Four Organizational Systems: Benevolent

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(Classical Approach) motivation through economic and ego awards, limited communication

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Likert's Four Organizational Systems: Exploitative Authoritative

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(Classical Approach) motivation through threats and fear; top level decision making and control

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Human Resources concerned with

answer

human and productivity

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Human Resources 'Metaphor?'

answer

consideration of how workers can contribute to the workplace not only through just "working" or "feeling" but also through thinking and participating in many aspects of organizational functioning

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Blake and Mouton's Leadership Grid

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combination of classical and human relations that maximizes resources Person - Production

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Blake and Mouton's Leadership Grid: Low-Low

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Impoverished Management -minimum to get by

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Blake and Mouton's Leadership Grid: High-Low

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Country Club Management -harmony, avoid conflict, focus on happiness

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Blake and Mouton's Leadership Grid: Low-High

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Authority Compliance -downward communication, more task oriented than people oriented

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Blake and Mouton's Leadership Grid: Equal

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Middle of Road Management -still lacking in both areas, a compromise, moderate levels

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Blake and Mouton's Leadership Grid: High-High

answer

Team Management -teamwork, interdependence

question

What do Blake & Mouton claim is the best approach to leadership in their model?

answer

Team Management

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Job Satisfaction and Performance: Model 1

answer

Job Satisfaction --> Job Performance (Human Relations)

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Job Satisfaction and Performance: Model 2

answer

Job Satisfaction <-- Job Performance

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Job Satisfaction and Performance: Model 3

answer

Job Satisfaction Job Performance

question

Job Satisfaction and Performance: Model 4

answer

Job Satisfaction Job Performance

question

What is the 'x factor' in Model 4?

answer

role ambiguity, self-esteem, commitment to the organization

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Model 4 - "X Factor" : Role ambiguity

answer

if i know what my job/role is, i'll do better and be happier

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Model 4 - "X Factor" : Self-Esteem

answer

am i a worthwhile person?

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Model 4 - "X Factor" : commitment to the organization

answer

i believe in my organization

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Model 4 - good explanation?

answer

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Job Satisfaction and Performance: Model 5

answer

Job Satisfaction Job Performance

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Model 5 - "?": Moderators

answer

Moderators: factor that intensifies or weakens other relationship/factors

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Job Satisfaction and Performance: Integrated Model

answer

a) Job Satisfaction Job Performance

question

Define the two types of Moderators depending on direction

answer

a) Autonomy b) Conscientiousness

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Explain the two types of Moderators depending on direction

answer

question

Feedback

answer

a negative evaluation of someone's behavior which means you are not talking about positive feedback (they've done something/responsible for a behavior you want them to change)

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Primary and secondary goal of feedback

answer

Primary: get person to change their behavior Secondary: to be able to vent without ruining the relationship

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Guidelines for Feedback

answer

positive --> negative --> positive focus on behavior, not the person give reasons why behavior should change, not for what you want give benefits from their perspective

question

Maslow's Hierarchy of Needs

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(Bottom to top) 1) Physiological 2) Safety 3) Love/Belonging 4) Esteem 5) Self Actualization

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Must lower-order needs be satisfied before higher-order needs can be?

answer

Yes

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Hierarchy of Needs: Level 1

answer

Physiological: living wage that allows people to buy adequate food or clothing; physical conditions that don't violate human body

question

Hierarchy of Needs: Level 2

answer

Safety: wages to procure shelter; healthy working conditions

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Hierarchy of Needs: Level 3

answer

Love/Belonging: relationships with coworkers and managers

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Hierarchy of Needs: Level 4

answer

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Hierarchy of Needs: Level 5

answer

Actualization: provision of jobs that allow an individual to exercise responsibility and creativity in the work place, be all you can

question

According to Blake and Mouton's model, should all managers adopt a team management approach? Why or why not?

answer

"Blake and Mouton believe that all managers within an organization should adopt a team management approach because such an approach would maximize concern for both production and people"

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Prepotency

answer

lower-level needs must be satisfied before an individual can move on to higher-level needs

question

What is total quality management?

answer

question

How does total quality management exemplify the principles of a human resources approach?

answer

high productivity and high human needs

question

Are total quality management and team-based organizing appropriate in every situation?

answer

not in every situation

question

What situations are particularly suited to team-based organizing?

answer

work that cuts across functional lines, a diverse and complex organizational environment a rapidly changing workplace in which innovation is critical

question

What metaphor characterizes systems approaches?

answer

Organizations as (biological) organisms

question

What does the systems metaphor suggest about organizations?

answer

organizations are not self-contained. interaction with the environment is necessary for survival (interrelationship and reliance on one another)

question

Systems Approach: components

answer

-hierarchical ordering -interdependence -permeability

question

Systems Approach: components: hierarchical ordering

answer

not authoritative, systems within systems

question

Systems Approach: components: permeability

answer

info allowed to flow in and out, boundary can be weak or strong

question

Systems Approach: processes

answer

-input-throughput-output -Process of Exchange -Process of Feedback

question

Systems Approach: processes: Input-Throughput-Output

answer

input: materials/info from environment through permeable boundaries throughput: system works on inputs with transformational process output: returned changed/transformed output to environment

question

Systems Approach: processes: Process of Exchange

answer

input and output activities require process of exchange with environment outside of systems boundaries

question

Systems Approach: processes: Process of Feedback

answer

1) Corrective (deviation-reducing) 2) Positive, Growth (deviation-amplifying); system changes its functioning for growth

question

Systems Approach: processes: Process of Feedback - Positive, Growth example

answer

visting campus online before physically visiting when making a decision

question

Systems Approach: properties

answer

-holism -equifinality -negative entropy -requisite variety "matching complexity"

question

Systems Approach: properties: Holism

answer

system>sum of its parts (synergy) you're better together than you are on your own; it's not just about the components

question

Systems Approach: properties: Equifinality

answer

there are a variety of ways to reach system goal; there is no "one best way"

question

Systems Approach: properties: Negative Entropy

answer

closed systems run down; open systems survive and grow with permeable boundaries ability of systems to sustain themselves and grow

question

Systems Approach: properties: Requisite Variety

answer

"matching complexity" - system must be as complex as its environment

question

Weick's Model of Organizing:

answer

ecological change (some new piece of info) --> enactment --> selection --> retention

question

Weick's Model of Organizing two questions

answer

question

Weick's Model of Organizing two questions - answers

answer

1) assembly rule, talking to each other, communication cycles 2) overtime as encountering new info, they are developing, retaining, refining assembly rules -creates established way of operating

question

Assembly rules

answer

ways of doing things

question

Weick's Model of Organizing: Sensemaking

answer

way of describing how organizations process information

question

enactment

answer

there are existing templates, history of organization -assembly rules -to create meaning process of individuals creating the environment that confronts them through social interaction and sensemaking

question

if a new assembly works (__1__), they keep it (__2__),

answer

1 = selection 2 = retention

question

Equivocality

answer

noise and mess -organizations tell a story about this mess -not just being perceived differently, also enacting -changing the info (what is relevant? what does it mean?)

question

Weick's model and the Ayole case

answer

#1) with help of outside agents, interpreted info differently #2) as new issues arise, they can address them using the new ways of fixing the pump

question

highly stable --> highly volatile organizational forms

answer

more interaction, fewer establishments

question

highly stable (--> highly volatile)

answer

highly stable: more established assembly rules, info is the same

question

(highly stable -->) highly volatile

answer

highly volatile: new info - more communication and less well established assembly rules, reinventing when more rigorative communication/sensemaking

question

Loosely-Coupled Organic Organization

answer

highly volatile

question

5 Organizational Forms for Systems Approach thought he said we don't have to know this**

answer

1) rigid bureaucracy in highly stable environments 2) project teams and task force 3) matrix organization -research and products 4) project organization 5) loosely-coupled organic organizations

question

answer

assembly rules less established, communication increases

question

How do these different organizational forms illustrate the idea that organizational systems are linked to their environments?

answer

sense making helps the organization fit its environment

question

Network Analysis

answer

large patterns of relationships among people - has to account for emergence character

question

Emergence

answer

shaping to environments ex) clap at the same beat - adjusted our temps

question

Network Content

answer

the stuff that is flowing through the linkeages in the network Material can flow through a network as can many types of information or intangibles (affection or influence)

question

Network Mode

answer

the communication medium through which network linkages are maintained: Written, Face-to-face, Communication technologies has increased the number of possible network modes (wireless, hyperlinks)

question

Level of Analysis

answer

Intraorganizational networks - look at connections among individuals within given organization Interorganizational networks - consider links among many organizations

question

Network Density

answer

Highly dense: many interconnections among network members Less dense: more loosely interconnected

question

Link Strength

answer

Strong link: great deal of communication flowing between two people; one that has endured over long period of time; one in which the exchange is deemed important by network participants

question

Node

answer

question

Link Symmetry

answer

whether the two nodes involved in the link have the same kind of relationship with each other ex) Supervisor/subordinate relationship is asymmetrical; coworker relationship is symmetrical

question

Multiplexity

answer

the number of different kinds of content that flow through a particular link- Two organizations that share material resources, information, and personnel

question

Clique

answer

question

Isolate

answer

Mike doesn't talk to anyone in the network

question

Bridge

answer

Dan serves as a bridge to individuals outside of the group

question

Liaison

answer

Ernest talks to 2 people who have radically different connections within the network

question

Network Centrality

answer

question

example of network centrality

answer

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Social Collectivity

answer

organizations are social places, made up of people

question

Goals

answer

goals aren't unitary, there might be an overarching goal

question

Coordinating Activity

answer

they have to solicit contributions from individuals but they have to organize them in some way

question

Structure

answer

rules and resources the organization has created over time ex) organizational chart, who supervises whom

question

Environmental Embedding

answer

the organizational environment, and physical environment, is constituted with other organizations ex) UT's relationship with the state legislature

question

Is one approach or lens better than the others? Why or why not?

answer

question

Was Weber critical of Bureaucracy?

answer

Although skeptical about some of the tenants of bureaucracy, Weber believed that bureaucratic organizations would eventually dominate in society because of their technical superiority

question

the Western Electric case (exemplifies the human relations approach)

answer

question

What are the key elements of case analysis we will use in this class? Explain them In thinking through the case, how did we start?

answer

•Analysis: make sense of the problem •Application: take theory from the class and utilize it •Projection - what is going to happen in the organization we started using a consultant mindset

question

Clique (again)

answer

cliques are communication networks within a system. Cliques are made up of a tight cluster of nodes

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