org comm midterm – Flashcards
130 test answers
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Systematic soldiering was Taylor's way of breaking up the social interaction in the work groups that often led to slow production
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False, selection process for specific jobs
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Communication in classical organizations is highly formal and standardized
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True
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Today's organizations are not characterized by any of the components of classical organizational theory
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False; military, universities, fast food industry have components of classical organizational theory
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Fayol's Elements of Management provide an accurate description of what managers actually do on the job
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False, provide the "what" and "how"
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The machine metaphor includes the characteristics of standardization, specialization, predictability and reliability
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False; not reliablility but replacibility
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Weber believed that all bureaucracies should resemble open systems
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False, closed systems
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Negative feedback is deviation-reducing in that it encourages the system to return to a steady state
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True
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The three concepts that characterize systems components include interdependence, hierarchical ordering and permeability
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True
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Hierarchical ordering is a systems principle that implies that the functioning of one component of the system relies on other components of the system
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False, interdepedence
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The "New Science" systems theory is founded on the notion that all systems in nature and society are like those described by classical physics
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False, not all systems
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Holism is a property of systems that suggests that a system is more than the sum of its parts
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True
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In a cybernetic system, enactment serves to maintain the system goal
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False, Mechanisms
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In Weick's view of organizing, responding to highly equivocal information requires the use of assembly rules
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False, use of communication cycles
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The relational tradition of network analysis was a response to the fact that the organizational chart was not the best representation of communication flow within an organization
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True
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The systems approach is prescriptive-it tells organizations "how to function."
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False, discriptive- how we should study organizations
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Network participants who connect disparate groups within the network without membership in either group fulfill the role of liaison
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True
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The metaphor is used to describe classical forms of organizing
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machine
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the classical scholar who is known as the "father of beaucracy"
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Max Weber
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A term used to describe when workers under classical management would engage in a practice of discouraging one another from working harder
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systematic soldiering
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Four terms used to describe the machine metaphor
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specialization, standardization, replaceability and predictability
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The content, direction, medium and style of communication from a classical perspective
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task, vertical-downward, written and formal communication
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People alter their behavior when being observed
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Hawthorne effect
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An organizational way of thinking about Maslow's concept of "self-actualization"
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innovation
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Classical scholars assume workers work. Human Relations scholars assume workers feel. Human Resources scholars assume
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worker's work, feel, and think
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According to Blake and Mouton's Leadership Grid, all managers should adopt this form of leadership
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team management
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This type of manager assumes that workers are highly motivated to satisfy achievement and self-actualization needs
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Theory Y manager
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This chapter assumes which approach to researching organizational culture? (Hint - "ought to" vs. explanatory)
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both prescriptive and descriptive approaches or just both
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Values, Heroes, Rites and Rituals, Cultural Networks
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Deal and Kennedy's "Strong Culture"
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These management gurus constructed prescriptions for managerial practice through this model
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Peters and Watermans "Excellent Cultures"
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According to Schein's model, these are taken for granted, invisible and preconscious suppositions
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basic assumptions or level three
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Chosen method for many organizational scholars studying culture
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ethnography
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organisms because they are complex systems that must interact with their environment to survive.
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systems metaphor
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hierarchical ordering
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Embeddedness
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Karl Weick Charges that we use these in highly equivocal communication scenarios, according to his theory of sensemaking
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communication cycles
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This Theory depends heavily on organizational feedback
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cybernetic systems theory
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A systems theory that argues organizational systems are complex and adaptive systems that emerge from disorder
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New Science Systems Theory, Chaos Theory, Complexity Theory, or Self-Organizing Systems Theory
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This chapter assumes which approach to researching organizational structures
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discriptive
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Unitary, pluralist, radical
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political frames of reference
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traditional, symbological, radical
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approaches to power
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"Manufactured consent"
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hegemony
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Control, identification, discipline
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Theory of Concertive Control
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-Social collectivity -Organizational and individual goals -Coordination of activities -Organizational structure -Organizational embeddedness
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Traditional Elements of Organizations
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-NPO's and NGO's -Service organizations -Cooperatives -Virtual organizations -Social organizations -Diversity -Irrationality (analogical)
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Modern Elements of Organizations
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Sender -> Message -> Channel -> Receiver (manager) -> (overtime) -> (email) -> (employees)
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Traditional Elements of Communication
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-Rhetorical -Semiotic (signs & symbols) -Phenomenological -Cybernetic -Sociopsychological (expression, interaction, influence) -Sociocultural -Critical
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Constitutive Model (model of models)
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-Outsourcing -Multinational or international presence -Complex interconnections between business, political, & cultural systems
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Globalization
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-Post 9/11 organizational environment -Terrorist networks & operations -Military organizations -Government entities (i.e. Homeland Security)
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Terrorism
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-Global warming vs. Larger weather patterns -The relationship between "the organization" and "the environment" -Organizations communicating "green" contributions
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Climate Change debate
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Theories of the Classical Approaches
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-Henri Fayol's Theory of Classical Management -Max Weber's Theory of Bureaucracy -Fredrick Taylor's Theory of Scientific Management
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1990: 9% Hispanic, 12.1% Black. 2000: 12.5% Hispanic, 12.3% Black. 1970: 40.3% of households consisted of married couples with their own children; 2000: 24.1%. 1930: 5.4% of population 65 or older. 2000: 12.4% of population 65 or older. 2050: >20% of population 65 or older
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changing population (demographics)
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-An effective organization is highly structured and each individual knows where he or she fits -Clear structures and clear rules -Prescriptive
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Fayol's Theory of Classical Management
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Elements of Management ("What") - Fayol
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Planning, Organizing, Command, Coordination, Control
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Principles of Management ("How") - Fayol
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Principles of organizational Structure:Power, Reward, Attitude
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-Centralization -Authority and responsibility -Discipline
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Principles of Organizational Power
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-Renumeration of personnel -Equity -Tenure stability
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Principles of Organizational Reward
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-Subordination of individual interest to general interest -Initiative -Espirt de corps (all for one & one for all)
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Organizational Attitude
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-"Ideal type" = Bureaucracy -Closed system driven by rational-legal authority -Rules, division of labor, hierarchy, the power is centralized -Individuality discouraged, rationality is the guiding force
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Weber's Theory of Bureaucracy
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-Clearly defined hierarchy -Division of labor -Centralization -Closed systems -Importance of Rules -Functioning of Authority
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Weber's "Ideal Type" of beaucratic theory
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-Traditional authority -Charismatic Authority -Rational-legal Authority (ideal)
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Bureaucratic Authority
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-Uneven work eliminated through work procedures & time and work studies -Piecework based on scientific standard -Systematic Soldiering & social interaction replaced with high turnover rates -Later became know a "enemy of the working man" because concepts indicated low regard for typical worker
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Taylor's Theory of Scientific Management
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-One best way >Time and motion studies -Proper selection of workers -Training of workers -Inherent difference between managers & workers
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Scientific Management
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-The Apprenticeship system >Uneven work -Rewards systems >Piecework >Rate busters >Systematic soldiering
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Taylor's Concerns
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power based on long-standing beliefs about who should have control and is often vested in particular positions within an organizational hierarchy
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traditional authority
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power is based on an individuals personality and ability to attract and interact with follower
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charaismatic authority
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power is based on the rational application of rules developed through reliance on information and expertise
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rational-legal authority
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-Weber - advocated codifying rules in WRITTEN form -Taylor - one best way led to WRITTEN instructions -Fayol - the principle of order led to WRITTEN manuals & guidelines
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Channels of Communication - Classical Approaches
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-Western Electric Company's Hawthorne Plant, Illinois (1924-1933) -Elton Mayo & Harvard research task productivity in relation to working conditions -- 4 tests >The Illumination Studies (lights) >The Relay Assembly Test Room Studies (group of women) >The Interview Program (talk about productivity, workers wanted to talk about feelings) >The Bank Wiring Room Studies (group of men)
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The Hawthorne Studies
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-Hierarchy of Prepotency -Lifelong learning, never ending self actualization -Individual needs in the workplace
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Maslow's Hierarchy of Needs Theory
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assumes that a strong and forceful hand is essential for harnessing the efforts of basically unmotivated workers (i.e. Classical Management).
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Mcgregor's X management theory
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family metaphor, it thrives when needs are fulfilled and oppurtunities are provided for self actualization. however there are still distinctions among members of a family.
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human relations metaphor
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assumption that leaders will be most effective when they exhibit both concern for people and concern for production, thus combining the interests of classical manaagement (concern for production) and human realtions (concern for people)
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Blake and Mouton's Managerial Grid
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System I - Exploitive Authoritative Organization System II - Benevolent Authoritative Organization System III - Consultative Organization System IV - Participative Organization
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Likert's System IV
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motivation through threats and fear, downward and inaccurate cummunication, top level decision making , the giving of orders, and top-level control
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System I - Exploitive Authoritative Organization
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motivation through economic and ego rewards limited communication, decision-making at the top, goal-setting through orders and comments, and top-level control
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System II - Benevolent Authoritative Organization
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decisions still made at the top and control still rests primarily at the upper levels of hierachy. however before decisions are made, employees are consulted and their views are taken into consideration
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System III - Consultative Organization
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decision making is performed by every organizational member, and all goals are set by complete work groups.
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System IV - Participative Organization
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those who emphasize mental flexibility, team learning, shared visions, complex thinking, and personal mastery. ex. learning disibilities
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Learning organizations
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organization as embodying a cycle of knowledge creation, development, and application
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knowledge management
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-Team management - Employee involvement - Japanese management systems - The Scanlon Plan - Total quality management - Just in time management
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The "What" of Human Resources Programs
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1.Employment Security 2.Selective Hiring 3.Self-managed teams and decentralization 4.Comparatively high and contingent compensation 5.Extensive training 6.Reduction of status differences 7.Sharing information
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Pfeffer's The Human Equation- 7 Practices of Successful Organizations
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classroom metaphor
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metaphor for human resources
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systems approach: Descriptive vs. Prescriptive
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Prescriptive = Type = How people should behave in and manage organizations Descriptive = Lens = How we should study organizations.
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Molecules = Individuals Cells = Groups Complex organisms = Organizations Species = Populations Ecology = Social ecology
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systems metaphors
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systems arranged in highly complex ways that involve subsystems and supersystems. see how systems consists of smaller substystems and is embedded within a larger supersystem
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Hierarchical ordering
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implies that the functioning of one component of a system relies on other comoponent of the system
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interdependence
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refers to both system as a whole which must be open to its enviroment and to the components within the system
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premeability
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-Input and Output -Materials / products -Information -Exchange and degree of permeability
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the process of exchange
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Throughput interdependent components of a system together Negative/Corrective/Deviation-reducing Positive/Growth/Deviation-Amplifying "Codependence"
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the process of feedback
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a system is "more than the sum of its parts" - interdependence
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Holism
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a system "can reach the same final state from differing initial conditions and by a variety of paths" - interdependence
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Equifinality
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closed systems to "run down"
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Enthropy
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open systems "thrive"
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negative enthropy
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the internal workings of the system must be as diverse and complicated as the as its environment"
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requisite variety
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- Organizations naturally "steer" towards goals. - System goal - Mechanisms - Cybernetic processing - feedback - Emphasizes: The role of corrective feedback and Interdependence of system parts. - De-emphasizes:Growth and Environmental influence.
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cybernetic systems theory
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Information Environment - rather than a physical environment Enactment - perceived information environments Equivocality - unpredictability of an information environment Assembly rules - low levels of equivocality Communication cycles - high levels of equivocality Retention - Causal maps
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Karl Weick's Theory of Organizing
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- Organizations are "different kinds" of systems - Systems are not linear seeking equilibrium - Systems are adaptive, and "order" can emerge from "disorder" - Complexity - Fluctuating Information - Innovativeness at the edge of "chaos"
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"New Science" Systems Theory -Chaos Theory, Complexity Theory and Self-Organizing Systems Theory
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-Relationships in organizations. -Participation in organizational processes. -Organizational change and instability. -Being open to the information environment.
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The importance of new sciences
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goods and services Information expressions of affect attempts to influence or control
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Network Content
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refers to the communication medium through which network linkages are maintained
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network mode
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highly dense networks is one i which there are many interconnctions among network members, wheres as less dense networks is more loosly interconnected
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network density
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intraorganizational- networks will look at conncetions among individuals within a given organizations interorgantaional- networks will consider links among many organizations
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level of analysis
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the ways in which individuals are connected with each other -Isolate -Group Members -Bridge -Liaison
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network roles
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understanding organizational systems can be obtained by closely observing specific organizations grappling with specific issues -Observation -Interviews -Questionnaires -Archives
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case analysis
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prescriptive views of culture approach
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Deal and Kennedy's "Strong Culture" Peters and Waterman's "Culture of Excellence"
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descriptive views of culture approach
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Schein's Model
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If an organization has the components of a strong culture, it will be a better place for individuals to work and will improve both individual and organizational performance. perscriptive -Values -Heroes -Rites and Rituals -Cultural network
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Deal and Kennedy's "Strong Cultures"
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Themes emphasize people and downplay bureaucratic structures and values. prescriptive -Value engineering 1.A Bias for Action 2.Close Relations to the Customer 3.Autonomy and Entrepreneurship 4.Productivity through People 5.Hands-On, Value-Driven 6.Stick to the Knitting 7.Simple Form, Lean Staff 8.Simultaneous Loose-Tight Properties
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Peters and Waterman's "Excellent Culture"
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1. Organizational cultures are complicated- 2.Organizational cultures are emergent. 3. Organizational cultures are not unitary. 4.Organizational cultures are often ambiguous. fragmentation Perspective
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descriptive approaches to culture
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A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid, and therefore, to be taught to new members as the correct way to perceive, think and feel in relation to those problems 1. behavior and artifacts 2. values 3. basic assumptions
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Shien's model of organizational culture
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Metaphor for the Critical Theory
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chorus
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a defining, ubiquitous feature of organizational life
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Power
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Power is relatively stable and possessed. Power = control over resources or hierarchical status
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Traditional Approach of power
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Power is a product of communicative interactions and relationships
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Symbological Approach - Interpretive Approach of power
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Deep structures produce and reproduce these relationships. Surface structure vs. Deep structure Economic, social and communicative relationships
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Radical-Critical Approach of power
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-Substructure: Society's economic and production base. -Modes of Production: Economic conditions that underlie the production process. -Means of Production: Actual work processes.
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control of modes and means of production
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-Power relationships are produced and reproduced through organizational discourse. -Organizational reality is socially constructed through communicative interaction. Power-charged discourse creates political imbalances.
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Control of Organizational Discourse
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-"taken for granted assumptions about reality that influence perceptions of situations and events." -What exists, what is good and what is possible -Assumptions -influences our behaviors
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Ideology
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- A process by which a dominant group leads another group to accept subordination as the norm. -Dominant classes shape organizational ideology
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Hegemony
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"the liberation of people from unnecessarily restrictive traditions, ideologies, assumptions, power relations, identify formations, and so forth, to inhibit or distort opportunities for autonomy, clarification of genuine needs or wants, and thus greater and lasting satisfaction." -Forums -Dialectic of Control -Resistance - Collective and Individual
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emancipation
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explain how power relationships can be transformed in an era of team-based and alternative form organizations -control -identification -discipline
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Theory of Concertive Control
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Simple Control Technological Control Bureaucratic Control Concertive Control
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control
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when an individual identifies with an organization that individual takes on the concerns of the organization and accepts those concerns as there own
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identification
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Direct criticism Use of silence Social pressure
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discipline
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Critical theories that explore issues of gender and marginalization in organizational settings Liberal Feminism Radical Feminism Standpoint Feminism Postmodern Feminism Pluralist Feminism "the framing of sexual harrassment"
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feminist theories
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attempt to show how specific interests fail to be realized owning parly to the inability of people to understand or act on those interests
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ideology critique
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taking apart a text in order to reveal social and political meanings "A Real Job" "Keep a Record" "Bounded Rationality" "Accident - Proneness" and "Compliance
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deconstruction
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