1. COMM 3170: Introduction to Organizational Communication Summer 2005 Dan Lair d.lair@utah.edu

2. Day Three: Broad Perspectives and an Introduction to Structure Journal Questions/Procedure Journal Questions/Procedure Overview of Perspectives on Management and Organizational Communication Overview of Perspectives on Management and Organizational Communication Begin Discussion of Structure (to be continued on Wed. w/ Networks) Begin Discussion of Structure (to be continued on Wed. w/ Networks)

3. Major Trends/Perspectives in Management Thinking: 1900-2005 Scientific Management (1900-1950) Scientific Management (1900-1950) Human Relations Movement (1930-1965) Human Relations Movement (1930-1965) Human Resources Management (1960-1985) Human Resources Management (1960-1985) “Theory Z” (1975-1990) “Theory Z” (1975-1990) “Toyotism” (1975-1995) “Toyotism” (1975-1995) Total Quality Management (1980 – present) Total Quality Management (1980 – present) Reingineering (1985 – present) Reingineering (1985 – present)

4. Frederick Taylor and Scientific Management Time and Motion Studies: Scientific knowledge about work replaces worker’s “rule of thumb” knowledge Time and Motion Studies: Scientific knowledge about work replaces worker’s “rule of thumb” knowledge Scientific selection of workers who are trained for specific tasks Scientific selection of workers who are trained for specific tasks “Negative” view of work “Negative” view of work

5. Hawthorne and Human Relations Elton Mayo’s studies at Western Electric Elton Mayo’s studies at Western Electric Three Foci: Three Foci: Productivity Productivity Informal organization Informal organization Non-economic problems Non-economic problems “Positive” view of work “Positive” view of work

6. Recent Management Trends Human Resource Management Human Resource Management Cultural Approaches to Management: Theory Z Cultural Approaches to Management: Theory Z Toyotism – lean production Toyotism – lean production Total Quality Management Total Quality Management Re-engineering Re-engineering ????? ?????

7. Lessons from the History of Management Schools of thought do not “replace” one another Schools of thought do not “replace” one another Perspectives can co-exist and are often combined. Perspectives can co-exist and are often combined. Perspectives are “ideal types” more than accurate descriptions Perspectives are “ideal types” more than accurate descriptions Different schools have different emphases: rational and normative Different schools have different emphases: rational and normative

8. Questions on Chapter 2: Organizational Structure

9. Structure in Perspective Structure v. Process Structure v. Process Structure as a “substitute” for communication Structure as a “substitute” for communication Structuration Theory and the “duality of structure” Structuration Theory and the “duality of structure” Structure as outcome and resource Structure as outcome and resource Structure as constraining and enabling Structure as constraining and enabling

10. Systems Thinking (adapted from Conrad & Poole, 2005) The whole is more than the sum of its parts (holism) The whole is more than the sum of its parts (holism) Causality is complex, not linear (interdependence of parts) Causality is complex, not linear (interdependence of parts) Systems are embedded in other systems Systems are embedded in other systems Systems imperative: adapt or die (feedback) Systems imperative: adapt or die (feedback) History is crucial to organizational systems History is crucial to organizational systems

11. Systems Thinking Illustrated (drawing from www.threesigma.com)

12. Open Systems Theory: Important Concepts Equifinality Equifinality Equilibrium Equilibrium “Loose” v. “Tight” Coupling “Loose” v. “Tight” Coupling Openness v. Closedness Openness v. Closedness Entropy Entropy

13. Max Weber and the Study of Bureacracy Ideal Types Ideal Types Types of Rationality Types of Rationality Types of Authority Types of Authority

14. Bureaucracy as Organizational Form What are the key elements of bureaucracy? What are the key elements of bureaucracy? Strengths of Bureaucracy: Strengths of Bureaucracy: 1) Fair, systematic, non-arbitrary 2) Useful for large systems 3) Stable Weakness of Bureaucracy: Weakness of Bureaucracy: 1) Over-concentration of power 2) Threat to individuality 3) Formal rationality over substantive rationality

15. For Wednesday Read Chapter 6: Networks, pp. 156-171 (although, if you have a particular interest in relationships in organizations, you’ll want to read the whole chapter) Read Chapter 6: Networks, pp. 156-171 (although, if you have a particular interest in relationships in organizations, you’ll want to read the whole chapter) Complete Journal Entry 2 Complete Journal Entry 2Journal Entry 2Journal Entry 2