Intro to Organizational Comm
Intro to Organizational Comm COM 240
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This 16 page Class Notes was uploaded by Geraldine Johns on Saturday September 19, 2015. The Class Notes belongs to COM 240 at Michigan State University taught by Janet Lillie in Fall. Since its upload, it has received 13 views. For similar materials see /class/207573/com-240-michigan-state-university in Communication at Michigan State University.
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Date Created: 09/19/15
Some of you have been asking What Fang looks like and what Fredd the squirrel looks like quot 43 39 K Exam class average 78 Part 1 due Thursday beginning of class Should be written in one voice style etc It should look and read like a team created it not 5 separate individuals Reread assignment it s on Angel Systems Approaches 6 3 Parts of organization are interrelated 9 Organizations are like living beings Characteristics of Systems 9 Patterned activities working toward common goal 4 Parts are interdependent whole is greater than sum of parts Hierarchical ordering Super systems and sub systems i Permeability things move in and out of an organization System Processes and Properties 3 Cycle Input importation of energy throughput output 1 Information input feedback 4 Negative Entropy avoid deterioration 3 Equi nality multiple means to same end 3 Examples 3 Textbook Industry publisher level retail level etc t MSU as a system Another way to think of systems Spider vs Star sh 3 Generally centralized power central body with legs cut off its head and it will die 3 Often there s a clear division of roles 43 Organization is usually distributed lt The organization can still survive if you remove a unit ltgt Power and knowledge is spread throughout Your organization may be either one or have elements of both How people communicate and work together 139 Think about a company through its organizational chart 0 How is the chart similar or different to how people actually communicate gt How might companies structure or organize their employees Telecommuting extime shared jobs College of Communication Arts and Sciences organizational Chart In addition to an org chart we can study an organization s communication system by Looking at how people are connected Mode channel how Density of interconnections Strength time frequency importance Symmetry same or different levels Uniplexity vs Multiplexity types of topics More Speci cally we can look at worker roles a Isolate no connection to others a Group member talks to others in group lt9 Bridge is a group member who also talks to others outside of group lt Liaison a person who connects groups but is not a group member How are groups 1 2 3 different What s going on in Group 2 Where are the bridges How do teams relate to all this Teams are prevalent in all organizations ltgt Teams are systems 3 Many types of teams exist because of negative entropy information input equifinality etc Com 240 9611 0 Classical Approaches roll back the clock back 100 years 0 Skim chapter before class like really skim just read headings 0 Wait for presentation and then reread ONLY the stuff presented 0 What were organizations like 100 years ago 0 Repetitive job ex Laying steel or bricks working with textiles o Mindset geared toward productivity didn t care about workers 0 Organizations a lot like machines cold idea 0 Machine Metaphor Cogs in a wheel 0 Specialization every person has a specific task just like a machine part 0 Because work can be standardized workers are easy to replace like a machine part 0 Seen as doers nothing moreworkers thinkersmanagements managers 0 Specialization of tasks I More specialized less likely to get replaced now I More specialized more likely to get replaced then because they needed people to do many things and they were all easy to do you couldn t have just one talent o Fayol Principles of Management 0 OrganizationalStructure I Scalar Chain strict vertical hierarchy I Unity of command one supervisor I Ex Moon notemeaning gets mixed up by the time it gets to the staff members 0 Power I Centralized o Reward I Adequate pay and benefits equity I Tenure stability 0 Attitude I Subordination of individual goals I Esprit de corps all workers work together toward the same goal I DC who you are your situation goals family values beliefs etc you re coming in to be productive the attitude Fayol thought people should have 0 Piece Work Pay Get paid for the job you do get paid per brick 0 Rate Buster Worker who comes in and gets job done more efficiently consequently raising the bar for the rest of the workers Ex The one who makes you look bad 0 Systematic Soldiering Social pressure Social Pressures can be formed to force people to do something very similar to peer pressure 0 Frederick Taylor came along and discovered that o The idea that there is one best way to do a job Time and Motion studies I FT looked at how to do a job and how quickly to do a job I Select the right worker and train I Start of thinking about people as slightly more than a cog in a wheel 0 Human Relations Approaches I How workers quotfeltquot but only in relation to how it influenced productivity 0 Hawthorne Studies how do changes in the workplace affect productivity O O O O Illumination Studies I Only motivated by financial interest I Treatment vs control group 0 2 groups 1 treatment group and 1 stable group They tried to raise lights in control group but both groups productivity was higher Dimmed lights same result Only when lights were almost dark did productivity lessen obviously Result was that workers were motivated because people were paying attention to them Relay Assembly Test Room Studies I Isolated 68 women Let them have breaks and productivity increased Gave them food and also changed humidity They could talk allowed for social interaction and workers were happier always on time and productivity increased Interview Program I Asked people llWhat would increase productivityquot But workers answered with feelings and emotions about how they felt on the job Bank Wiring Room I In this study the observers blended in and watched groups 0 Outcome was that paying attention causes the effect 0 O Humans are motivated by other things Didn t care about lights motivated people because they saw someone caring about them 0 Maslow s Hierarchy that humans are motivated by a number of needs 0 O O O O SelfActualization tapping into all of your potential I 100 fulfilled in what you re doing Tapping into all potentials Does or doesn t exist At a minimum people strive for this even if it does not exist Morality acceptance creativity Esteem needs internal and external I Internal esteem feeling good about your own accomplishments Ex Leader aced exam being proud of exam motivation that comes from within I External esteem Being recognized by ways that other people can see Verbal congratulations employee of the month award parking spot etc Publicity I Respect from others by others Affiliation needssocial relationships wcoworkers I Do you fit in I At work you don t have to have friends but you must feel like you belong Social relationships wouldn t hurt Love belonging feeling a part of a group Safety needssafe work conditions I Feeling safe removal from danger Security of your body Physiological needs the most basic needs necessary for survival