i.     “everything has changed” since 9/11

                                             ii.     New standard of what is “normal”

                                            iii.     Most important for comm. Scholars- gaining an understanding of how terrorist networks and terrorist organizations operate and grow.

                                            iv.     How to improve national security with better communication 

i. Multinational workplaces

ii. Workers who telecommute

iii. Those with others to take care of

iv. People are always changing and moving around v. Keep up with treating different peoples with respect

                                               i.     Global Warming

                                             ii.     Some countries worse than others- India and China are growing. How do we work with them to chill.

                                            iii.     Balance between economic opportunity and environmental health

                                            iv.     Reinventing organizations to be “green”

                                               i.     Urgent Organizations- everything is now, urgent, and competitive

                                             ii.     Environment Awareness and Adaptability- organization environment is seamless 

                                               i.     New Social Contract- we give up some freedoms for protection and other freedoms

                                             ii.     Customers Centered- only care about price, no concern over how the product came to be

                                            iii.     Shifting Power base- people tend to work for multiple organizations, rather than 30 years at one firm

                                            iv.     New Values- the mass expansion of wealth is going to fewer and fewer people

                                             v.     Meaning and Work- we have to form new ways of valuing what effective communication is 

when you buy a cup of coffee, you have no idea how it got from the bean to your cup. Many people have had a part in its making, but you never see or think about them. 

o   Don’t believe in change

o   Move slowly for rational reasons

o   Only changes when environment forces them to do so 

o   Reality is NOT fixed

o   Meanings are negotiable

o   Everything is moving and changing with time

o   Everything is a process

o   Recognize it has meaning and assume the structure you have is real 

o   Can be both structuralists and interpretivists

o   Focus on power à how does power dictate the rules and why

o   What if the status quo isn’t working or causes problems?

§  Change- but only because those doing the harm are in charge and profiting

§  Functionalist would argue that we are just doing the logical thing.

• Elements of Management  

•  
  • Planning- looking ahead to determine the best way to achieve goals
  • Organizing- arrangement of employees and strategically managing your resources
  • Command- management sets goals for employees
  • Coordination- all activities must be brought together
  • Control- comparison of goals and activities to make sure organization is functioning properly
  • Drawback- difficult for one or two managers to maintain these elements with a large number of employees 

• Principles of management:

•  
  • Principles of Organizational Structure 

•  
  •  
    • Scalar Chain- strict vertical hierarchy, limited to vertical flow of communication (top to bottom only)
    • Unity of Command- one set of orders from one supervisor
    • Unity of Direction- similar goals under one supervisor
    • Division of Labor- limit the amount of work done by employee by specializing his job
    • Order- everyone has an appointed place and will do the assigned job or they will be replaced
    • Span of Control- managers are more effective if they control a limited amount of people. 20-30 per manager and 6 max. for high-level managers
    • Fayol’s Bridge/gang plank- flow of horizontal communication with people on the same level
      • If you need to speak horizontally with the intent on reaching a goal, and have management’s approval, one can communicate with another on the same level
      • This should be temporary and limited as much as possible  

•  
  • Principles of Organizational Power (CAD)

•  
  •  
    • Centralization- decision-making process needs to be centralized in order for success
    • Authority and responsibility- with authority comes responsibility, the manager’s power derives from his character and how he conducts business. 
    • Discipline- employees must be obedient and mgmt must enforce 

•  
  • Principles of Organizational Reward (RET)

•  
  •  
    • Remunerations with personnel- appropriate salaries and benefits for the work done by employees
    • Equity- employees should be treated in a just manner (this includes fair compensation for the work done)
    • Tenure stability- in guaranteeing employees sufficient time with the company, they are being rewarded with a sense of stability and fair pay 

•  
  • Principles of Organizational Attitude (SIE)

•  
  •  
    • Subordination of individual interest to general interest- organizational goals should take preference over workers’ goals
    • Initiative- management should direct and value employee efforts like a guide
    • Espirit de corps- “all for one and one for all”; no dissension from the organizational ranks of the workers
  • Paradox of metaphor- a company that does not reward cannot expect the same loyalty of its workers that a company that does reward gets 

• Fayol’s use “appropriate” is important why?

•  
  • This is important because it became the basis for labor agreements for the next several decades. “Appropriate” means that terms are negotiable and based on several factors. 

• What would Fayol think about how do we determine wage and tenure today.

•  
  • Fayol would think that wages are determined inappropriately because of outsourcing. Many companies obsess over the price of labor and are constantly looking for cheaper labor. He doesn’t want workers to be replaced, but wants loyalty. Fayol would believe in tenure because of the stability it provides to workers  

• What would Fayol think of Exchange theory? And a theory of management?

•  
  • Fayol would look down at exchange theory because it is all about personal benefit and choices. He would rather support organizational goals over personal goals. Fayol would also disprove of TSM because it makes people machine parts instead of recognizing them as humans.

• Use Fayol to consider the rise of Union and their place today. 

•  
  • Fayol’s idea of management probably led to the formation of unions. His principles although have the words “just” and “appropriate” in them, doesn’t mean that he necessarily had the employee’s best interests in mind. He believed that individuals should always consider the org. goals first and that they must be obedient and do what they are told. Unions would be the complete opposite of what Fayol was trying to accomplish. 

Homogeneity means most of the people belong to the same class, race, ethnicity, religious and socio-economic background are thus easier to “maintain” and “govern”. 

Heterogeneity and regulation (Weber)

Heterogeneity means most people come from different backgrounds, with their differences making them harder to govern. 

Rationalism & McDonaldization (Weber)

“Bureaucratic organizations dominate through knowledge, and this fact gives them their rationality. The result is a climate of social impersonality without hatred or passion and hence without affection or enthusiasm.” 

Why is the Bureaucracy/ideal type:

(Weber)

With a closed-system run by rational-legal authority, a bureaucracy has a strict reliance on rules, division of labor, and a clearly established hierarchy in which power is centralized. The result is a highly impersonal organization in which rationality is the guiding force and individuality is discouraged. 

What are the essential parts of a Bureaucracy (Weber) (*like in Fayol)

1.     Clearly defined hierarchy*

2.     Division of labor*

3.     Centralization of decision-making*

4.     Closed system- outside influence will hamper smooth operations within the organization

5.     Importance of rules- needed for everything and to be written in coded form

6.     Functioning of authority

a.     Traditional Authority- power is based on long-standing beliefs about who should have control and is often vested in particular positions within an organizational hierarchy

b.     Charismatic Authority- is based on an individual’s personality and ability to attract and interact with followers

c.     Rational-legal authority- power is based on the rational application of rules developed through a reliance on information and expertise

What is the Iron Cage?

Bureaucracy puts us in a cage, limiting individual freedom instead of using technology to set us free. The rules that govern us keep us all in the cage, making us a prisoner of our own system of rules and expectations. 

What is the T.S.M? How does it work? (Taylor)

Theory of Scientific Management- focused on the manager-employee relationship to maximize efficiency of productivity. He found that uneven work and systematic soldiering were two major problems with productivity.

Four Major Tenets:

1.     There is one best way to do every job- through time and motion studies, a task can be broken down into micro pieces and analyzed to determine efficiency

2.     Proper selection of workers- only “first class” workers should be selected for the organization

3.     Training of workers- only these “first class” workers should be trained to do a “proper” job or they will be replaced

4.     Inherent difference between management and workers- managers are best suited for thinking, planning and administrative tasks, while workers are suited for laboring only 

• What are time motion studies?

•  
  • Studies done to break down and analyze the efficiency of a particular process, like a worker’s job on an assembly line 

• What is soldering? How does this fit into Taylor’s belief of human nature?

•  
  • Systematic soldiering happens when a “norm” is set in the workplace and the workers exert social pressure on each other to maintain that level
  • He combats this in TSM in two ways:
    • Piece work pay should be determined by time and motion studies
    • Instead of work groups, give people specific jobs in smaller groups or alone 

• How is minimum wage and debates over the minim wage tied to T.S.M.? 

He believed that everything should be scientific and concrete. However, we do not set any standards over what is considered pay for a “fair day’s work”. 

• How and why is T.S.M influencing our education system?

We are learning how to do things more efficiently everyday and we are also becoming more specialized and concentrated. This allows us to understand HOW to teach people the one best way to do a job and duplicate results on a consistent basis in terms of quality. 

Why does Braverman question Taylor’s science?

A lot of the terminology used by Taylor is the exact opposite of science and fact. In used words like a “fair day’s work”, we is leaving the term up for negotiation. 

What is Taylor definition of a Fair days work—days labor power

All the worker can do without injury to his health, at a pace that can be sustained while working a lifetime 

Content of Communication in classical management.

Modern Example: Fast food companies use classical management to increase efficiency and customer satisfaction.

-Military organizations

-Nonprofit organizations 

Technology in the workplace: gives employees new ways to avoid work and gives employers ways to monitor activities. People are also more salient after 9/11, meaning they are willing to give up their right to privacy in order to feel safer. We need more research on this!

What does Courtright, Fairhurst & Rogers (1989) prove? (spotlight in schaolsarship)

They “wanted to know if communication between supervisors and subordinates would be markedly different in mechanistic and organic organizations”

-Mechanistic: hierarchical control, stable conditions (like a machine, predictable)

-Organic: dispersed control, unstable conditions (flexibility required b/c of less control)

They taped conversations between boss and employees and classified them as

>”one up”- giving directions

>”one down”- expressing agreement

>”one across”- providing information

àMechanistic systems lead to formal styles of communication.

More science = less communication between workers and management

 constant vs. varied lighting levels

o   No distinctive differences in productivity 

·      : 6 women who assembled telephone relay systems

o   Changes were then introduced to this group, like new incentive plans, rest pauses, temperature, humidity, work ours, and refreshments

o   “social satisfactions arising out of human association in work were more important determinants of work behavior in general and output in particular than were any of the physical and economic aspects of the work situation to which the attention had originally limited” 

·      interviewed workers to learn more about the impact of working conditions on productivity

o   The workers were more interested in talking about their feelings and attitudes 

·      men in a bank wiring room were observed

o   Found that they developed “norms” regarding the proper level of production and exerted social pressure to maintain that norm 

·      What we learned from Hawthorne

o   Output increased due to the attention paid by researchers

o   Worker output was increased through the working of informal social factors. (social pressure and the tight-knit group of women)

o   Management style could have had an effect on productivity changes

o   Shift from “workers work” to “workers feel”

Miller and others argue that the Hawthorne studies results and methods are questionable. Is she right? 

When the study was conducted, it was not scientific enough. People had to go back and analyze the data for scientific value. No way to measure how much significance these changes had on productivity. Productivity was measured after changes were made, but it wasn’t measured previous to the study. You can argue with science, but NOT the results and impact it had on history. 

What is the practical application of Mayo’s research.(Hawthorne Studies)

His research was what shifted all the focus from “workers work” to “workers feel”. Instead of worrying about efficiency and numbers, take into account a degree of humanity and emotional impact on productivity in the workplace. Not everything has to be quantitative data and solid concrete answers.

How can I use Maslow (or any of the H.Rel. models) to motivate workers?

 HERZBERG Motivation-hygiene Theory

• Why is the Herzberg’s clean distinction between these two questionable?

McGREGOR’S Theory X & Y

What was the Misuse of Human relations.

What is the significance Collapse of the Apprentice system. Why did it collapse?

Likert System IV

Spotlight on scholarship. Ashcroft & Kedrowicz (2002).

            What does empowerment mean?

Peffer’s 7 practices, with these in mind why did I emphasis mgmt control of resources and workers control of information? 

. TOTAL QUALITY MANAGEMENT-what is it? Why can it work or not work in the USA (for USA consider the paradox)? 

What are the 12 core ideas (check these against Millers list –end off class notes on Thursday). Which of these 12 ideas is key and unique to TQM? 

What are the criticisms of TQM? 

 What after conclusion of TQM based on study of 50 CEOs.

What did Allen and Brady argues TQM role in a) Org Commitment, b) employee support and communication?

What does Joiner argue TQM role in a) org. performance b) co-worker support?