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

2. 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

3. 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

4. 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

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

6. Haslina/Topic 36 COMMUNICATION IN ORGANIZATIONS MACRO APPROACHES MICRO APPROACHES

7. 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.

8. 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

9. 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

10. 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

11. 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

12. Haslina/Topic 312 TOPIC 3 : THEORETICAL PERSPECTIVES

13. 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

14. 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

15. 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

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

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

18. 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.

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

20. 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

21. 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

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

23. 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

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

25. 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