Theoretical Foundations Communication For Business Professionals

Foundations of Work and Organizational Structures Nomadic Society Economic structures – Communal Life Span – short, not sweet Work – little specialization – everybody works! Leadership – tribal, religious, physical strength Social Networks – Extended family – small groups Education – roles assigned by community, learn by doing/observation Leisure time – very little

Agricultural Revolution B.C.E. ) Economic structures – Barter/exchange/money Life Span – longer – store food, shelter, etc Work – some specialization – not everyone was a good farmer Leadership – class/land ownership/inheritance Social Networks – Family names – larger communities – need for large families Education – roles assigned by status/position Leisure time – only little except for landowners, religious classes, and high status families

Industrial Revolution C.E. ) Economic structures –monetary systems Life Span – for some, real improvement Work – specialization “blue collar” – child labor Leadership – accumulation of wealth Social Networks – growth of urbanization Education – limited advanced education Leisure time – more for many – “normal” work week – time off etc

Information Age C.E. ) Economic structures – service/info economy Life Span – dramatic increase Work – White collar service-oriented Leadership – knowledge based accumulation Social Networks – de-urbanization – suburbs Education – advanced education Leisure time – DISNEYLAND!!!!!! Sports etc

Definition of Organizations Consciously formed by people Goal-oriented Boundary maintaining Meant to continue but have a life-cycle Operates in an environment Traits: a structure, an order or ranks, behavior norms and rules, membership, communication systems, a history/rituals, operates as a system Has internal and external communication needs Business? Not-For-Profits? Government?

Impact of Early Observers of the Workplace No theory/little education on how to manage workers or run organizations Adam Smith – early 18 th Century – father of capitalism Karl Marx 1850’s – wandered Europe – what do you think he saw in the workplace???? –Child labor – brutal and unsafe conditions – no health benefits – no education for workers children etc. (“Les Miserables”)

Impact of Early Observers of the Workplace Marx became a severe critic of industrialization, capitalism, religious institutions and advocated revolution Socialism/Marxist-Leninism emerges in the 20 th century as an organizational alternative

Classical/Scientific Management Basic Assumption - workers are motivated by pay Organizations viewed in mechanistic fashion – workers as “cogs in the machine” you turn it on, you turn it off Organization strives to maximize output with minimum investment; efficiency/productivity Standardization and planning are key

Classical/Scientific Management Key invention of Scientific Management – the Time Clock Language of Scientific Management - Chain of Command, Division of Labor, Management decides, labor enacts, Management Prerogatives. Frederick Winslow Taylor design of work based upon time/motion studies, produced formulas, etc. to reduce work to a science, standardized tools and routines, matched employee with job – application of scientific method to the workplace (was he a hero??)

Humanistic Theories of OrganizationsHumanistic Theories of Organizations – Human Relations Theory The Hawthorne Studies Chester Barnard McGregor’s Theory X and Theory Y

Theory X and Theory Y: Douglas McGregor Theory X – Scientific ManagementTheory X – Scientific Management –Three Assumptions The average human being has an inherent dislike of work and will avoid it. Most people must be coerced, controlled, directed, and threatened with punishment The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, wants security. Most workers without H.S.

Theory Y - Human Relations –Assumptions Physical and mental effort in work is similar to play / rest.Physical and mental effort in work is similar to play / rest. External control and the threat of punishment are not the only strategiesExternal control and the threat of punishment are not the only strategies Commitment to objectives is a function of the rewards associated with their achievementCommitment to objectives is a function of the rewards associated with their achievement The average human being learns, under proper conditions, not only to accept but to seek responsibilityThe average human being learns, under proper conditions, not only to accept but to seek responsibility The capacity to exercise a high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely distributed in the population – better educated workforce – H.S. diplomas commonThe capacity to exercise a high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely distributed in the population – better educated workforce – H.S. diplomas common Intellectual potentialities of the average human being are underutilizedIntellectual potentialities of the average human being are underutilized –A more positive perspective of human nature –The KEY to control and quality production is commitment to organizational objectives

Principles of Human Relations Theory Human relations theory is characterized by a shift in emphasis from TASK to WORKERHuman relations theory is characterized by a shift in emphasis from TASK to WORKER Go beyond physical contributions to include creative, cognitive, and emotional aspects of workersGo beyond physical contributions to include creative, cognitive, and emotional aspects of workers Based on a more dyadic (two-way) conceptualization of communication.Based on a more dyadic (two-way) conceptualization of communication. SOCIAL RELATIONSHIPS are at the heart of organizational behavior--effectiveness is contingent on the social well-being of workers (BENEFITS!!!!!)SOCIAL RELATIONSHIPS are at the heart of organizational behavior--effectiveness is contingent on the social well-being of workers (BENEFITS!!!!!) Workers communicate opinions, complaints, suggestions, and feelings to increase satisfaction and productionWorkers communicate opinions, complaints, suggestions, and feelings to increase satisfaction and production Origins (Hawthorne Studies & work of Chester Barnard)Origins (Hawthorne Studies & work of Chester Barnard) Human Relations School of Management - Elton Mayo (HarvardHuman Relations School of Management - Elton Mayo (Harvard

Human Resources Theory/ Org Development Formal vs. Informal OrganizationFormal vs. Informal Organization –Formal Organization - a system of consciously coordinated activities or forces of two or more persons. (definite, structured, common purpose) Persons are able to communicate with one anotherPersons are able to communicate with one another Willing to contribute actionWilling to contribute action To accomplish a common purposeTo accomplish a common purpose

–Informal Organization - based on myriad interactions that take place throughout an organization’s history. IndefiniteIndefinite StructurelessStructureless No definite subdivisions of personnelNo definite subdivisions of personnel Results: customs, mores, folklore, institutions, social norms, ideals -- may lead to formal organizationResults: customs, mores, folklore, institutions, social norms, ideals -- may lead to formal organization

CooperationCooperation –Necessary component of formal organization –The expression of the net satisfactions or dissatisfactions experienced or anticipated by each individual in comparison with those experienced or anticipated through alternative opportunities