Haslina/Topic 31 Meeting 1/Session 2 Sunday, 21 February 2010.

Slides:



Advertisements
Similar presentations
The Managerial Process
Advertisements

Organization Management
Communication systems
Principles of Management Session. 2 Management Yesterday & Today
Management Theory Essential Background for the Successful Manager
History and Evolution Of Management Thought
Organizational Communication
Exploring Management Chapter 2 Management Learning.
McGraw-Hill© 2003 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill© 2003 The McGraw-Hill Companies, Inc. All rights reserved. 1Ap - 1.
Classical Approaches to Organizational Communication
Management Theories Ch. 2 Management A Practical Introduction
Communication in Organizations
Management History Module
Microsoft® PowerPoint Presentation to Accompany
Chapter 1: Introduction to Organizational Behavior.
The Evolution of Management Thinking
1 Historical Views of Management We will examine the historical roots of management theory and practice and attempt to establish a connection between the.
Chapter 2 ©2001 South-Western College Publishing Pamela S. Lewis Stephen H. Goodman Patricia M. Fandt Slides Prepared by Bruce R. Barringer University.
Our course web site: sciences/472a/
Organization Theory – Part 1 Chapter 4 Discussion/Recap.
Organizational Communication
Introduction and Overview Class 1: July 26, 2010.
MGT 200 Management Theory Required Reading: Chapter 2 of textbook
Chapter 1 The School As A Social System
History and Evolution of Management Thought
Digital Key Concepts Management 102 Professor Estenson Chapter Two Organizational Communication 1.
© 2016 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Each of us has a preferred learning style, a set of ways through which we like to learn by receiving, processing, and recalling new information. LEARNING.
CSC350: Learning Management Systems
HSA 171 CAR. 1436/4/16  Theory: An Explanation of how or why something occurs.  Functions of a Theory: ◦ Describe ◦ Explain. ◦ Predict. ◦ Control.
WEEK 3: The evolutION OF MANAGEMENT THOUGHT
CMUN 11 Business Communication Mrs. Ellen Waddell Communication in Organizations.
The Exceptional Manager What You Do, How You Do It.
Communication and Management Theory
McGraw-Hill/IrwinCopyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter Two The Evolution of Management Thought.
Taylorian Management develop a science for every job –standardize –proper working conditions –rules of motion (eliminate unnecessary movement) match.
Classical Viewpoint Management Theories 2. Bureaucratic Management
Management Practices Lecture 4 1. Recap The Evolution of Management Theory – Scientific Management theory – The 4 Principles – Problems of Scientific.
Historical Roots of Contemporary Organizational Forms Industrial revolution –Late 19 th -early 20 th century –Splits between public and private spheres.
Communication and Management Theory Understanding the Connections.
Organizational Communication. Agenda Organizational Communication –Business –Education Stand and Deliver –video/assignment.
MODULE 3 MANAGEMENT LEARNING “Good things grow from small foundations” What can we learn from classical management thinking? What is unique about the behavioral.
The History of Management
Organizational Behaviour What is an organization? Is a group of individuals working together to achieve common goals and structured into a division of.
Management Fundamentals - Schermerhorn & Wright
Page 1 Management excellence. Page 2 Section 2 Management Basics.
The Nature of Leadership Part 1 A Conversation About Theories Informing Effective Leadership.
©  Classical School  Behavioral School  Management Science School ©
History of Management Thought
Development of Management Thought Classical Perspective Behavioral Perspective Management Science Perspective Integrative Perspectives.
HISTORY – Adam Smith Division of Labor or Job Specialization Late 18 th Century Industrial Revolution 1900 – Development of Management Theories.
C ONCEPTS OF ORGANISING Static concept Dynamic concept.
Chapter 2: Organizational Communication. Formal Communication Downward Communication –Flows from supervisors to subordinates Upward Communication –Flow.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2014 Pearson Education MH-1 Looking Back: The History of Management.
The Evolution of Management Thought
Media Management.
The Evolution of Management
1A-0 Bateman Snell Management Competing in the New Era 5th Edition.
Organizational Communication
The Nature and Scope of Organizational Behavior
THE HISTORY OF MANAGEMENT (Chapter 1)
The Evolution of Management Thinking
Principles of Management
Essentials of Management CHAPTER 1
Evolution of mgt. theories
Communication and Management Theory
Organizational Communication
A Historical Review of Theories Example, ca 1976
Communication and Management Theory
Presentation transcript:

Haslina/Topic 31 Meeting 1/Session 2 Sunday, 21 February 2010

Haslina/Topic 32 TOPIC 3 : THEORETICAL PERSPECTIVES OBJECTIVES : 1.To explain theoretical framework of organizational communication 2.To discuss 4 theoretical perspectives/approaches of organizational communication 3.To discuss how the perspectives emphasize the functions of communication

Haslina/Topic 33 A theory is a way of seeing and thinking about the world ( Stanley Deetz ) A theory is a set of principles or propositions (statement of facts) that collectively serve to explain or make sense of a phenomenon TOPIC 3 : THEORETICAL PERSPECTIVES

Haslina/Topic 34 Any conceptual representation or explanation of a phenomenon ( Littlejohn ) The formation of a theory is not just the discovery of a hidden fact, the theory is a way of looking at the facts of organizing and representing them ( Abrahman Kaplan ) TOPIC 3 : THEORETICAL PERSPECTIVES

Haslina/Topic 35 COMMUNICATOR [SENDS & RECEIVES] ENCODES/ DECODES COMMUNICATOR [SENDS & RECEIVES] ENCODES/ DECODES MESSAGES CHANNEL NOISE

Haslina/Topic 36 COMMUNICATION IN ORGANIZATIONS MACRO APPROACHES MICRO APPROACHES

Haslina/Topic 37 MACRO APPROACHES 1.PROCESSING INFORMATION FROM ENVIRONMENT - Attuned to what is happening in the environment, transferring the relevant information to decisions points within organization, and then formulating an appropriate response to the informational inputs 2.IDENTIFICATION - Process of accommodating customers and potential customers - Using various communication techniques, such as advertising, press release, promotions, etc.

Haslina/Topic 38 3.INTERACTION WITH OTHER ORGANIZATIONS - every organization is influenced by the activities of other organizations in the field - Monitor activities by using highly sophisticated surveillance and institutionalized procedures such as trade magazines and talking with specialist, to keep track of their competitors, conventions, meetings, etc. - Customers attitude, availability of raw material, status of governmental regulations and behavior of competitors are information needed in goal setting

Haslina/Topic 39 MICRO APPROACHES 1.GROUP MEMBERSHIP - Groups have various purposes which support the goals of the organization - works well when motivated and badly when unmotivated 2. ORIENTATION AND TRAINING - Communication is the vehicle through which people are oriented to and trained for specific jobs - Learn about their job from reading, guidance from someone

Haslina/Topic 310 MICRO APPROACHES 3.MEMBERS INVOLVEMENT - Communication style used in supervisor – subordinate communication. - High involvement – assertive or supportive - Low Involvement - autocratic or defensive 4.ESTABLISHMENT OF CLIMATE - established by the behavior of leaders, peers and the behavior of organization

Haslina/Topic 311 MICRO APPROACHES 5.SUPERVISION AND DIRECTION - people management which activated through communication - establishing relationship is the primary managerial tasks facing a supervisor 6.SATISFACTION / COMMITTMENT - Worker may think that he or she does not have adequate information to do the job - Interpersonal relations among members of a unit may be poor - Can be reduced by effective communication

Haslina/Topic 312 TOPIC 3 : THEORETICAL PERSPECTIVES

Haslina/Topic 313 TOPIC 3 : THEORETICAL PERSPECTIVES Begin in early 20 th. century Introduced by Henry Fayol (Theory of Classical Management), Max Weber (Theory of Bureaucracy) & Frederick Taylor (Theory of Scientific Management) Focus on machine and ways to increase productivity and efficiency through organization structure, power, compensation and attitude

Haslina/Topic 314 TOPIC 3 : THEORETICAL PERSPECTIVES THEORY OF CLASSICAL MANAGEMENT PRINCIPLES: 1.Organizational Structure – highly structured and hierarchical 2.Organizational Power – structure for optimal functioning and centralized power to managers 3.Organizational Reward – job secure & monetary 4.Organizational Attitude – the best or organization/organizational goals

Haslina/Topic 315 TOPIC 3 : THEORETICAL PERSPECTIVES THEORY OF BUREAUCRACY PRINCIPLES: 1.Operated through clearly defined hierarchy 2.Division of labor 3.Centralization of power & decision making 4.Closed system 5.Importance of rules 6.Functioning of authority

Haslina/Topic 316 TOPIC 3 : THEORETICAL PERSPECTIVES THEORY OF SCIENTIFIC MANAGEMENT PRINCIPLES: 1.Apprenticeship system 2.Reward

Haslina/Topic 317 TOPIC 3 : THEORETICAL PERSPECTIVES First started with Hawthorne Studies. Focus on how human aspects or human relations impact the workers productivity.

Haslina/Topic 318 TOPIC 3 : THEORETICAL PERSPECTIVES HAWTHORNE STUDIES PRINCIPLES: 1.Hawthorne Effects – attention to individual causes changes in behavior. 2.Social interaction – tightly knit group. 3.Management Style – open communication manager & workers.

Haslina/Topic 319 TOPIC 3 : THEORETICAL PERSPECTIVES MASLOW’S HIERARCHY OF NEEDS THEORY Self- Actualization Self – Esteem Self – Affiliation Safety Physiological Needs

Haslina/Topic 320 TOPIC 3 : THEORETICAL PERSPECTIVES MCGREGOR’S THEORY X & THEORY Y PRINCIPLES: Theory X: Manager should motivate workers Basically workers are unmotivated Theory Y: Workers are highly motivated

Haslina/Topic 321 TOPIC 3 : THEORETICAL PERSPECTIVES Katz & Kahn most influent scholars Organization required interaction among component parts and interaction with environment SYSTEM = COMPONENTS & PROCESSES

Haslina/Topic 322 TOPIC 3 : THEORETICAL PERSPECTIVES INPUT OUTPUTTHROUGHPUT FEEDBACK SYSTEMS THEORY

Haslina/Topic 323 TOPIC 3 : THEORETICAL PERSPECTIVES Focus on qualities that make up an organization Each organization has its own way of operating Culture components are VALUES, BELIEFS, RITES, RITUALS & NETWORKS

Haslina/Topic 324 TOPIC 3 : THEORETICAL PERSPECTIVES Level 1 : Behaviors & Artifacts Level 2: Values Level 3: Assumptions

Haslina/Topic 325 TOPIC 3 : THEORETICAL PERSPECTIVES COMMUNICATION & THEORETICAL PERSPECTIVES Task, directive downwardUsually written telephone formal Classical Human Relations System Cultural Task,idea,feed- Back, social interactions Horizontal, Upward, downward Usually face- to face, written informal face to face telephone Feedback, goal Directed, info. sharing Horizontal, diagonal Formal/ informal Artifacts, written face to face Behavior, value, assumption downward formal ContentFlow/DirectionChannelStyle