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The exchange of oral, nonverbal, and written messages within (and across the boundaries of) a system of interrelated and interdependent people working to accomplish common tasks and goals.
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•Aims to improve organizations from the top down, by enhancing the effectiveness of administrative employees.
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| Bureaucratic authority should emphasize.. |
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•Authority should emphasize depersonalization and task competence
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| Human Behavior Perspective |
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•Examines interactions of individuals, their motivations, and their influence on the organization
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- Designed to improve physical working environ.
- Output increases regardless of other variables when people are being watched
- When someone is being paid attention to, it emphasizes the group norm. |
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| Douglas McGregor came up with... |
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| Theory x & Theory y workers |
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•Dislike work
•Prefer direction, avoids responsibility
•Not concerned with organizational needs
•Must be threatened with punishment
•Neither intelligent nor creative
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•Like work
•Ambitious
•Desire autonomy
•Want responsibility and achievement
•Creative and intelligent
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| Rensis Likert came up with.. |
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| Participative Management Ideas |
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•Employee-centered
•Effectively functioning groups
•Groups linked together throughout org.
•Overlapping individual membership among groups
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| Participative Management Characteristics |
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•Communication flows all directions
•Peer-group is desired
•Decision-making at every level
•Supportive climate
•Promotes creativity
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| People, tech and environments integrate to influence goal-directed behavior |
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•No specific set of prescriptions is best for all organizations
•Three interfaces:
–Organization-to-environment
–Group-to-group
–Individual-to-organization
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•Organization is made up of subsystems to best utilize:
–Inputs - materials and resources
–Throughputs - processing of materials/resources
–Outputs - finished products to environment
–Cybernetics - self-corrective mechanism
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| attempts by organization members to change the individual |
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| attempts by the individual to change the organization |
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| Four Phases of Socialization |
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- Anticipatory Socialization
§Vocational Anticipatory Socialization
§Organizational Anticipatory Socialization
- Encounter
- Metamorphosis
- Exit
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| Anticipatory Socialization (vocational/occupational) |
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| - What a job might be like and how you would fit in & where these ideas come from. |
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| Anticipatory Socialization (Organizational) |
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| - As you're entering job market, which org is best to work for. |
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-Expectations
§Met expectations
§Unmet expectations
§Overmet expectations
- Uncertainty about tasks and relationships
- Communication as information seeking strategies
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| Metamorphosis (Established Member) |
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- Difficult to determine when begins
- Knowledge of culture
- Source of information for other members
- Established tasks and relationships
- Recruiting new members
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| final phase of socialization |
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| Uncertainty Reduction Theory |
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Uncertainty Reduction Theory
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| People are motivated to reduce uncertainty in order to predict and explain their lives and the behavior of others |
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| increased knowledge of what kind of person another is provides improved forecast of how a future interaction will turn out |
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| increased knowledge of what kind of person another is provides improved forecast of how a future interaction will turn out |
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| proposition that logically and necessarily follows from two axioms |
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- High level of uncertainty present at onset of entry phase
- As amount of verbal communication between strangers increases, the level of uncertainty for each person decreases
- As uncertainty is reduced, the amount of verbal communication will increase
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- High levels of uncertainty cause increases in information-seeking behavior
- As uncertainty levels decline, information-seeking behavior decreases
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oPeople vary in their tolerance for uncertainty
oInformation “can” increase uncertainty
oLimited uncertainty can be positive
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| Motivation to Reduce Uncertainty Model (MRU) |
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- Different strategies for getting info.
- Everyone isn't the same when it comes to uncertainty |
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| 4 Reasons for low motivation to reduce uncertainty |
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-Do not experience uncertainty
- Have high tolerance for uncertainty (made that way)
-Create tolerance for uncertainty (cognitively)
- Create certainty (minimal info seeking; causal attributions) |
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oDirect Inquiry
oIndirect Seeking
oThird Party
oObservation
oWritten Materials
oSelf-disclosure
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| Axiom 1: Faced with uncertainty in a situation, individuals will experience less uncertainty when they have... |
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| a process script for managing the uncertainty in the situation than when they have no process script. |
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| Axiom 2: When individuals can use internal cognitive processes to reduce uncertainty in a situation, |
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| they will be unmotivated to seek additional information. |
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Axiom 3 In the absence of competing motives
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o high levels of uncertainty cause increases in information-seeking behavior and as uncertainty levels decline, information-seeking behavior decreases.
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Axiom 4: Motives other than uncertainty reduction...
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...can be the primary motivation for information seeking.
Ex. Social appropriateness and job requirements
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Axiom 7: The positive or negative valence of the information gained in reducing uncertainty
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| determines whether information gained increases or decreases liking. |
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| Traditional View of Culture |
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•(Schein): divided into 3 layers:
–Artifacts
–Values
–Deep assumptions
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(Pacanowsky): •Systems of shared meanings constituted by and revealed through communication.
–“Culture is not something and organization has; a culture is something an organization is.”
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- Organizations are not holistic or undivided.Instead we should expect subcultures or countercultures within organizational boundaries.
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| Research as an ethnographer |
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–Immerse in culture for long period of time.
–Examine the culture as a participant-observer.
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•Provide thick, rich descriptions highlighting metaphors, stories, and rituals.
•Researchers should seek to describe the culture, rather than change the culture.
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