Organization Theory – Part 1Chapter 4 Discussion/Recap

Scientific and Classical ManagementOrganizations = “machinelike objects driven by

management plan and control” (p. 80) Members/Employees = Parts of machine

Efficient work design + organizational structure = Effective organizational performance

Management/authority drive organization

Money as employee’s biggest motivation

Scientific and Classical Management Taylor’s Scientific Management

One best way to perform job, scientifically selected personnel, compensation based on incentive (not hourly), & labor divided/planned by management (p. 81-82)

Biggest issue = noncompliance from workers Focused on technical details

Fayol’s General Management 14 Fundamental principles (p. 82-83) Prescriptions for effective organizational structure and design

Weber’s Bureaucratic Theory Organizations = bureaucratic machines Organizations require speed, precision, certainty, continuity Organization’s should feature six features (p. 83-84) Authority + predictability = positive organizational outcomes

Transitional TheoriesNew considerations from scientific and classical

theories Power Compliance Different behaviors of organizational members Importance of communication

Transitional TheoriesFollett’s Administrative Theory

Reciprocal response and universal goal of integration

Building and sustaining democracy Shared power

Possible? Good? Bad? Employee representation

Barnard’s Executive Functions Individual behavior (differs) Willingness to comply Communication

Human Relations Movement Social processes > management design

The Hawthorne Studies Importance of interpersonal communication, group

dynamics, and members’ attitudes Different meaning assigned to conditions and

experiences People oriented management

Consider social needs, listen to workers, involve in decision making, friendliness Wal-Mart?

Criticized and called highly manipulative management communication strategies Agree? Disagree?

Human Resource DevelopmentParticipation better performance improved

morale improved performance (form of self development)

Human Resource Development Maslow’s Need Hierarchy

Physiological (lowest level), safety, social, esteem, self-actualization (highest level)

Lower level needs higher level needs

McGregor’s Theory X and Y Manager’s assumptions about employees (human nature) Theory X (workers less motivated; managers use more control) Theory Y (workers want to do their job; more self-control and trust)

Likert’s Four Systems System four most ideal

Open communication Decentralized decision making and control processes Free information flow Participative management

Prescriptive Theories vs. Contingency Theory

Organization Theory – Part 2

Chapter 5 Discussion/Recap

Metaphors of BiologyConcerned with “structure, function, and

development of human systems and the people who constitute these systems” (p. 104)

System Theory Wholeness

Synergy

Hierarchy Elements – Subsystem – System – Environment Employees – Groups/Depts./Divisions – Organization –

Pubic/Environment

Openness Exchange with environment; adapt to environment

Feedback Negative – maintenance – regulatory Positive – adaptation – change and growth

Role of Communication “…all of the human processes that define an organization arise

from communication” Communication forms/impacts relationships, interactions of

subsystems, feedback

Products of System Theory Weick’s Theory of Organizing

Equivocality Reduction Fundamental Propositions

Little equivocality = Rely more on rules More equivocality = more communication (interlocked behavior

cycles) required Equivocality impacts usefulness of rules

Evolutionary Metaphor Humans as active, not passive

Retrospective Sense Making Reflect on organizational experiences and actions; process meaning

Luhmann’s Social Systems Theory Systems comprised of communication Communication as episodes; can be stable or change Decision contingencies

Evolutionary Psychology ‘Human behavior and culture influenced by

innate psychological mechanisms’ (p. 119)

Use mechanisms to handle problems

Examples (p. 120) Primitive emotional contagion Reciprocal altruism Preference for similarity Sensitivity to prestige hierarchies