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Organizational Communication

by: Jerrod Walter

Organizational Communication COM 3120

Marketplace > University of Central Florida > Communication > COM 3120 > Organizational Communication
Jerrod Walter
University of Central Florida
GPA 3.81

John Morrison

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John Morrison
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This 3 page Class Notes was uploaded by Jerrod Walter on Thursday October 22, 2015. The Class Notes belongs to COM 3120 at University of Central Florida taught by John Morrison in Fall. Since its upload, it has received 11 views. For similar materials see /class/227521/com-3120-university-of-central-florida in Communication at University of Central Florida.

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Date Created: 10/22/15
Chapter Two Classical Approaches Machine metaphor Specialization Standardization Replaceability Predictability Like a machine if an organization is not functioning properly Some rule or standard has been misapplied Ethnographic fallacy Arguing that anecdotal experience reflects general truths Men holding onto different parts of an elephant could not possibly define what an elephant is because they only have a limited exposure to the whole thing Arguing the counterfactual Asserting what quotisquot if something didn t happen Impossible to have a control situation time Ever since that new mayor came in property taxes have soared If we would have voted for so and so things would have been different that s not true there is no way to tell what llwould have happened Henry Fayol 1411925 Classical Organization Father of modern operational management theory Elements of management Planning the best way to achieve goals Organizing arrangementevaluation of human resources Command task assignment Coordination the blending of the various organizational parts into a cohesive whole Control comparing goals to activities 0 Principles of Management Vertical hierarchy Unity of command Unity of direction Division of labor Order people are replaceable Span of control all supervisors should have a limited number of employees 0 Principles of Organization Power Centralization of management and decision making there are leaders and there are followers Authority and responsibility power from the position and personal characteristics Discipline all members should be obedient Appropriate salary and benefits primary motivation Gets you the job but doesn t motivate you to go Equity treats all justly Tenure stability employees require guaranteed job time tp achieve maximum productivity and maintain loyalty Although too much is counterproductive o Subordination of individual interest to general interests Organizational goals must come first 0 Initiative supervisors should value and direct employees in support of that organization 0 Esprit de corps no dissension in the ranks Max Weber s Theory of Bureaucracy 0 Three features similar to Fayol Clearly defined hierarchy Division of labor Centralization of decision making 0 Unique features Bureaucracies should be closed system lgnore outside influences like a machine Indifferent to what goes out outside Technology and communication shifted ideas about closed system The advantage of the closed system is the efficiency of time and direction Importance of codified rules Rule for every possible contingency There are infinite behaviors so there needs to be infinite ways to regulate them Functioning ofauthority These are the 6 features in the quotidealquot situation 0 Traditionaegitimate 1 Based on the titleposition o Charismatic 2 Based on personality communication 3 Unstable o Rationallegal must dominate 4 Expertiserationalitynormsrules 5 Basis of bureaucratic functioning 6 Impersonal Taylor Like Fayol prescriptive but concerned with the micro level of organizational functioning o Apprenticeship was unreliable and led to uneven work 0 Piecework as the typical reward system Salary based on quantity of work Led to quotrate busters people who came in and had a quicker turn over which reduced pay per piece Motivation was s away to keep productivity low so rates would stay high systematic soldering One best way to do every job Time and motion studies Piece work could be adapted to results Proper selection of employees to task No suitable task fire the worker Reduces systematic soldering breaks the groups 0 Training determined by quotbest way studies 0 lnherent differences between management and workers Strict division of labor Crystalrichards knightsucfedu


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