Term
| 3 reasons why understanding organizational communication is important |
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Definition
career opportunities
better understand organizations
Awareness of Skills |
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Term
| organizational communication |
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Definition
| a complex and continuous process through which organization members create, maintain, and change organizations |
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Term
| 5 inherent elements of Org. Comm. |
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Definition
Process-ongoing interaction
People-everyone brings something to the table
Meaning-creates and shapes organizational events
Messages-creation, exchange, and linkage of info
Purpose-accomplishing goals through strategizing |
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Term
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Definition
| collections of people working to achieve common goals through communication |
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Term
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Definition
| framework for organizations, emerge and formulated through communication |
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Term
| 4 components of organizational structure |
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Definition
Hierarchy-vertical levels of organization, distribution of authority among roles
Differentiation and Specialization: division of labor into units, departments, and divisions to perform tasks
Formalization:degree to which interactions and organizations are characterized by rules
Time Orientation: effects flow of work and planning |
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Term
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Definition
| set of artifacts, values and assumptions that emerge from interactions of organizational members |
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Term
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Definition
| everything we do is because of it, practical foundation for understanding phenomena. This and Practice inform eachother. |
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Term
| major historical event that brought about the need for classical management theories |
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Definition
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Term
| organizational forms used as models for classical mgmt theories |
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Definition
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Term
| 3 components of machine metaphor |
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Definition
predictability-confidence in expected functioning
standardization-easily found replacements
specialization-each part does something specific |
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Term
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Definition
| social pressure to perform less work and keep wages high |
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Term
| 3 causes of systematic soldiering |
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Definition
1)workers belief that increased work could decrease work force
2)piecework pay and rate busting- employees paid set wage for production and then someone who works better decreases wages for everyone else |
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Term
| 4 elements of scientific mgmt |
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Definition
1)scientific design of every aspect of every task- time and motion studies used to see how to make every movement efficient
2)careful selection and training of best workers
3)proper remuneration for fast and high quality work- taylor argued that workers should increase their wages by 30-100% under the scientific mgmt system if they work their hardest.
4)equal division of work and responsibility between worker and manager:managers need to plan everything |
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Term
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Definition
| workers learn jobs by observing, which leads to the same job being done in a variety of ways, most of which were inefficient |
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Term
| Fayol's Administrative theory |
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Definition
| prescription of how managers should function |
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Term
| difference between administrative theory (fayol) and scientific mgmt (taylor) |
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Definition
| Taylor's focus is on task and Fayol's focus is on management. Taylor didnt respect workers. Fayol placed emphasis on communication and respect for the workers. |
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Term
| 4 principles of administrative theory |
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Definition
1)Structure-unity of command(orders received from one supervisor)unity of direction(2 managers shouldnt have direct authority over same set of activities)Scalar chain(power pyramid) managers work best when working with small groups
2)Power:centralization(decisions made at top)discipline (employees should be obedient)
3)Reward-remuneration of personnel(paying employees for their services), guarantee employees sufficient time to be productive
4)Attitude- subordination of individual interests to general interest(organization goals first)esprit de corps(union in strength) |
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Term
| Weber's theory of bureaucracy |
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Definition
| ideal organizations require the workers to respect the right of managers to direct their work |
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Term
| 3 types of authority(Weber) |
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Definition
charismatic-leadership achieved through charm and loyalty achieved through influence and passion
traditional-based on being loyal to the person in power (kings and queens)
rational:leadership is achieved through skill and is the preferred form of authority |
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Term
| purpose of hawthorne studies |
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Definition
| focus shifted from task to worker, managers needed to figure out how to handle workers better. social relationships recognized as heart of organization and organizations=family |
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Term
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Definition
Purpose:test effect of lighting on production.
results:both groups increased their production
implications: hawthorne effect |
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Term
| 4 parts of Hawthorne Studies |
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Definition
Illumination
Relay Assembly Room
Interviewing program
bank wiring room observation |
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Term
| Relay Assembly Test Room study |
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Definition
Purpose:explore worker behavior with 5 experienced female workers
results:production and satisfaction improved regardless of incentives, hours and days worked
implications:established connection between supervisory practices and employee morale |
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Term
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Definition
purpose:further explore supervisor communication and employee morale
results:employees were able to freely express their views which lead to feeling cared about
implications:employees appreciated the opportunity to express their views and perspectives. upward communications |
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Term
| Human relations metaphor for organizations |
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Definition
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Term
| bank wiring room observation study |
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Definition
purpose:explore influence of peer coworkers
implications:emergence of informal comm |
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Term
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Definition
| classical management assumptions. average worker dislikes work and will avoid it. workers must be coerced into working. workers want to be given orders and avoid responsibility |
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Term
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Definition
| Human Relations approach. assumptions using brain and ability to work are natural. workers can show initiative. commitment to goals is related to rewards. workers seek and accept responsibility. workers are only being partially utilized. |
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Term
| Blake and Mouton's managerial grid |
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Definition
| assesses concern for people and production on a 1-9 scale |
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Term
| difference between human relations approach and human resources approach |
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Definition
| relations cares about psych wellbeing of employee but doesnt ask for their input, puts productivity first. resources consider employees as a source for growth, puts employee first. |
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Term
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Definition
| assumes there's more than one way to manage organization structure. structure and stule dependent on environment. 2 styles of mgmt, but no optimum. 2 styles: mechanistic(useful w/ stable environment) and organic(jobs and tasks always changing and info flows in all directions). |
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Term
| system metaphor for organization |
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Definition
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Term
| how is the systems approach different from the classical or humanistic approach to organizing |
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Definition
| focus on framework of organization, they look at organizations holistically. like the comm dept within ebery college within wvu |
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Term
| why is the systems approach useful for studying organizations |
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Definition
| designed to deal with complexity,attempts to examine how organizational functions relate, takes a birds eye view |
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Term
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Definition
| assemblage of parts in organization(hierarchical ordering, interdependence, permeability |
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Term
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Definition
| exploration of functioning of a system (input, throughput, output) feedback given regarding output |
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Term
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Definition
emerge from interaction of processes and components
holism:system is more than sum of parts
equifinality:many paths to same goal(td)
negative entropy:ability for organization to sustain themselves and grow
requisite variety:internal working of system must match complexity of environment |
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Term
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Definition
| make organizations more participatory, responsive to needs of multiple stakeholders |
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Term
| critical metaphor of organizations |
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Definition
| political systems/sites of domination |
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Term
whose work is critical theory based on?
what group of scholars progressed his works |
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Definition
| karl marx,frankfurt school |
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Term
| common beliefs held by critical scholars |
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Definition
1.certain societal structures lead to power imbalances
2.power imbalance leads to alienation and oppression of certain groups
3.scholars uncover power imbalances and inform the oppressed group |
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Term
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Definition
| constant connection with organization through technology |
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Term
| monitoring and reasons for it |
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Definition
watching employees
companies have the right to, allows for quality control |
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Term
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Definition
| imposing one's will on another person |
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Term
| 3 approaches to power from the critical perspective |
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Definition
1.Traditional-control over resources or position
2.Interpretive-emerges thru interaction of members, socially constructed
3.Radical-deep structures produce and reproduce relationships in organization |
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Term
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Definition
| deeply held assumptions about social realities |
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Term
| 4 functions of ideology in organization |
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Definition
1)representations of sectional interests as universal
2)denial of contradictions-loss of individualism
3)naturalization of present thru reification
4)means of control (hegemony-members reinforce subordination) |
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Term
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Definition
| group members reinforce values&vision of upper mgmt to guide behavior. |
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Term
| 2 features of concertive control |
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Definition
1.identification:merging of individual and collection
2.discipline:rewards&punishment developed by members to account for conformity or deviation from values |
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