1. UNIT ONE Theoretical Foundations
CHAPTER TWO
Classical Theories of Organizations

2. PREVIEW Review Chapter One Theoretical Relevancy
Minimizing Misunderstandings
Classical Theories of Organizations
Taylor’s Theory of Scientific Management
Fayol’s Administrative Theory
Weber’s Theory of Bureaucracy

3. Organizational Communication Foundations REVIEW
“…the process of creating, exchanging, interpreting (correctly or incorrectly), and storing 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 within an organization.”
MESSAGE-CENTERED DEFINITION

4. Assumptions and Features
Communication is central to the existence of the organization
Organizational communication is a complex process (creating, exchanging, interpreting, and storing messages)
Misunderstandings occur

5. Misunderstandings
“Instances in which people who are communicating don’t share meanings as well as situations in which features of organizational life serve to impinge upon the efficient and effective functioning of organizational members.”

6. Three Important Constructs
Organizational Identification (process & product)
An active process by which individuals link themselves to elements (people, policies, products, services, customers, values) in the social scene.
Involves an individual’s sense of membership in and connection with an organization.
Job Satisfaction
The degree to which employees feel fulfilled by their job and related experiences.
A pleasurable or positive emotional state from the appraisal of one’s job or experiences
Linked to absenteeism and turnover
Communication Satisfaction
The degree to which employees feel that communication is appropriate and satisfies their need for information and work relationships

7. Communication Satisfaction (CSQ)
Eight Factors concerned with communication information, relationships, channels, and climate
Communication Climate
Relationship to Supervisors
Organizational Integration
Media Quality
Horizontal and Informal Communication
Organizational Perspective
Relationship with Subordinates
Personal Feedback
Communication satisfaction is often considered the “sum” of an individual’s satisfaction with the above dimensions.

8. Primary Goal
Reduce misunderstandings through communication.

9. Theory An explanation for how or why something occurs. . .
Question: What is the most efficient and effective means of running an organization?

10. Functions of Theory Describe Explain Predict Control
Classical approaches to organizational management and early organizational theories were designed to predict and control behavior in organizations.

11. Classical Theories of Organizations
Emerged in early part of the twentieth century.
Models were military and the Catholic Church.
Features
Strict CONTROL of workers
Absolute CHAINS of COMMAND
PREDICTABILITY of behavior
UNIDIRECTIONAL downward influence

12. Classical Theories of Organizations: Relevancy and Metaphor
How and Why does studying classical theory help us to understand how modern organizations function and particularly the role that communication plays in effective organizing?
What is the metaphor which characterizes the classical approach to organizations?

13. The Metaphor of the Machine
Organizations are viewed as if they are machines.
Managerial principles
Modes of operation
Treatment of workers
Communication in the organization
Properties of Machines
Very predictable
Rarely deviates from the norm
Replace defective parts with other “standard” parts
Specific rules exist regarding repair and specific roles
Organizational Application
Workers behave predictably-management knows what to expect
Workers operating outside expectations are replaced

14. Minimizing Misunderstandings
Simple: Promote principles of SPECIALIZATION, STANDARDIZATION, and PREDICTABILITY
STRICT RULES & REGULATIONS regarding . . .
how work is accomplished,
who could speak to whom and when, and
managing through fear.
PROBLEMS
Creativity and intelligence are underutilized
Increased dissatisfaction
Decreased motivation and commitment to task and organization
Decreased communication effectiveness and satisfaction

15. Distinguishing Classical Theories
“Creative Application Skit”
Theory “Matchbook Definition”
Describe the theory “in a nutshell”
Principles of Management
Major Elements of the Theory
Application in the Modern Workplace
Personal Example(s)
How are misunderstandings minimized?
What new forms of misunderstandings are created?
Unintentional by-products
Contributions to occurrences of different problems

16. Taylor’s Theory of Scientific Management
Frederick Taylor ( )
“The Father of Scientific Management”
Maximize worker capacity and profits
PROBLEM: Get employees to work at their maximum capacity
PRIMARY FOCUS: TASKS
Systematic Soldiering
Deliberately working slowly as to avoid expanding more effort than deemed necessary
Reasons
Reduction in workforce due to decreased need
Piecework system of remuneration - raise production requirements without increasing pay
Rule of thumb training methods - inefficient

17. Taylor’s Theory of Scientific Management
Elements of Scientific Management
Scientific design of every aspect of every task
Time and Motion Studies
Careful selection and training of every task
Proper remuneration for fast and high-quality work
Maximize output - increase pay
Equal division of work and responsibility between worker and manager
Underlying Themes
Managers are intelligent; workers are and should be ignorant
Provide opportunities for workers to achieve greater financial rewards
Workers are motivated almost solely by wages
Maximum effort = Higher wages
Manager is responsible for planning, training, and evaluating

18. Taylor’s Theory of Scientific Management
Application in the Modern Workplace
Assembly Line Plants as Prototypical Examples
“Prisoners of Taylorism”
System of Remuneration (quotas - commission)
Re-Design - Reengineering
Benchmarking
Data are used to refine, improve, change, modify, and eliminate organizational processes
Lean Manufacturing

19. Fayol’s Administrative Theory
Henri Fayol ( )
General and Industrial Management
Principles and Elements of Management - how managers should accomplish their managerial duties
PRIMARY FOCUS: Management
(Functions of Administration)
More Respect for Worker than Taylor
Workers are motivated by more than money
Equity in worker treatment
More PRESCRIPTIVE

20. Fayol’s Administrative Theory
Five Elements of Management -- Managerial Objectives
Planning
Organizing
Command
Coordination
Control
Keep machine functioning effectively and efficiently
Replace quickly and efficiently any part or process that did not contribute to the objectives

21. Fayol’s Administrative Theory
Fourteen Principles of Management (Tools for Accomplishing Objectives)
Division of work - limited set of tasks
Authority and Responsibility - right to give orders
Discipline - agreements and sanctions
Unity of Command - only one supervisor
Unity of Direction - one manager per set of activities
Subordination of Individual Interest to General Interest
Remuneration of Personnel - fair price for services
Centralization - reduce importance of subordinate’s role
Scalar Chain - Fayol’s bridge
Order - effective and efficient operations
Equity - kindliness and justice
Stability of Tenure of Personnel - sufficient time for familiarity
Initiative - managers should rely on workers’ initiative
Esprit de corps - “union is strength” “loyal members”

22. Fayol’s Administrative Theory
Positioned communication as a necessary ingredient to successful management
Application in the Modern Workplace
Fayol’s elements of management are recognized as the main objectives of modern managers
Planning - more participatory
Organizing - human relationships and communication
IMPORTANT TABLE 2.1 Comparison of Managerial Skills (p. 32)
Especially applicable for large organizations (military)

23. Weber’s Theory of Bureaucracy
Max Weber ( )
German Sociologist
Theory of Social and Economic Organization (1947)
Principles and Elements of Management - describe an ideal or pure form of organizational structure (general policy and specific commands
PRIMARY FOCUS: Organizational Structure
Worker should respect the “right” of managers to direct activities dictated by organizational rules and procedures
More DESCRIPTIVE

24. Weber’s Theory of Bureaucracy
Bureaucracy allows for the optimal form of authority - “rational authority”
Three types of Legitimate Authority
Traditional Authority - past customs; personal loyalty
Charismatic Authority - personal trust in character and skills
Rational Authority - rational application of rules or laws

25. Weber’s Theory of Bureaucracy
Tenets of Bureaucracy
Rules
Specified sphere of competence
Hierarchy
Specialized Training
Workers do not own technology
No entitlement to “official position” by incumbent
Everything written down
Maintenance of “ideal type” - bureaucracy

26. Weber’s Theory of Bureaucracy
Concerned with describing the ideal structure of an organization
Cornerstone: existence of written rules
The rational application of written rules ensures the promotion of legitimate authority and the effective and efficient functioning of the organization.

27. Weber’s Theory of Bureaucracy
Application in the Modern Workplace
Large organizations guided by countless rules are bureaucracies
Linked with inefficient, slow-moving organizations
Organizations have several characteristics of bureaucracies

28. SUMMARY Classical Theories of Organizations (p. 36)
Taylor’s Theory of Scientific Management
Fayol’s Administrative Theory
Weber’s Theory of Bureaucracy
All 3 theories attempt to enhance management’s ability to predict and control the behavior of their workers
Considered only the task function of communication (ignored relational and maintenance functions of communication)
Designed to predict and control behavior in organizations

29. NEXT WEEK Human Relations Theory Human Resources Theory
Read CHAPTER 3: Humanistic Theories of Organizations
(pp )
Human Relations Theory
The Hawthorne Studies
McGregor’s Theory X and Theory Y
Human Resources Theory
Likert’s Systems Theory (Four Systems of Management)
Blake and Mouton’s (a.k.a. Blake and McCanse) Managerial Grid