Академический Документы
Профессиональный Документы
Культура Документы
Chain of command
the formal authority and reporting structure of an organization.
Communication Implications of Human Behavior Theories Effective communication was a cornerstone of the Human Behavior perspective. Interactions at all levels were expected to be extensive and friendly, with substantial cooperation throughout the organization.
The Integrated Perspectives School Theories that attempt to explain how people, technologies, and environments integrate to influence goal-directed behavior.
Process and environmental approaches to organizational theory attempt to describe how complex processes such as decision making influence the internal operation of organizations and are influenced by external environments
Major Integrated Perspectives Theories: Process and Environmental Approaches Decision-Making Approach Sociotechnical Integration Contingency Theory The Systems Approach The New Systems Approaches Flux, Transformation, Quantum Physics, Self-Organizing Systems, and Chaos Theory Learning Organizations
Simons concept that organizational behavior is a complex network of decisions, with decision-making processes influencing the behavior of the entire organization.
Bounded rationality - assumption that people intend to be rational, but with limited information-processing capacity human decision making is based on selective perception and therefore exhibits limited rationality.
He described decision making as the fundamental organizational process. Decision making, he said, occurs through the communication behaviors of individuals who intend rationality but can only approach rationality because of limited information-processing capacity.
Two Assumptions
Assumed that organizational production is optimized through optimizing social and technical systems Assumed a constant interchange exists between the work system and the broader environment.
Their experiments led them to conclude that meaning in work could be established through group assignments that permit individuals to be included in entire task cycles rather than working on isolated parts of a job.
Contingency Theory: Joan Woodward (1916)1971), Paul Lawrence (1922- ), and Jay Lorsch (1932- )
Approach that rejects the one best way to organize in favor of the view that no specific set of prescriptions is appropriate for all organizations. As such, organizations must adapt to changing circumstances, the needs of individuals, and the environment in which the organization operates.
Contingency Theory: Joan Woodward (1916)1971), Paul Lawrence (1922- ), and Jay Lorsch (1932- )
Contingency theory suggests that considerable judgment is required to understand effective organizational operation because that operation all depends on the situation.
The Systems Approach: Daniel Katz (19031998) and Robert Kahn (1918- )
Describes organizations as made up of subsystems, which take in materials and human resources, process materials and resources, and yield a finished product to the larger environment.
Major Integrated Perspectives Theories: Process and Environmental Approaches The New Systems Approach Flux, Transformation, Quantum Physics, Self-Organizing Systems, and Chaos Theory: Gareth Morgan (1943- ) and Margaret Wheatley
(1944- )
Autopoiesis - process describing each element in a system simultaneously combining the maintenance of itself with the maintenance of the other elements of the system.
Major Integrated Perspectives Theories: Process and Environmental Approaches The New Systems Approach Flux, Transformation, Quantum Physics, Self-Organizing Systems, and Chaos Theory: Gareth Morgan (1943- ) and Margaret Wheatley
(1944- )
Dissipative Structures - descriptions of structures when a loss of energy and form contribute to disequilibrium, which in turn contributes to growth and new structures and forms.
Self-organizing/Self-renewing Systems processes occurring when disturbances amplify stimulating reconfigurations to deal with new information. Chaos Theory - description of systems disturbed from stable states of unpredictability.
Major Integrated Perspectives Theories: Process and Environmental Approaches Learning Organizations: Peter Senge and
Gareth Morgan (1943- )
Organizations gaining knowledge from continuous processes of information exchange between the organization and its environment. Double-loop Learning the process of learning (single-loop) vs. the process of learning to learn (double loop)
Major Integrated Perspectives Theories: Process and Environmental Approaches Learning Organizations: Peter Senge and
Gareth Morgan (1943- )
Senge:
A learning organization is a place where people are continually discovering how they create their reality. And how they can change it.
Major Integrated Perspectives Theories: Cultural Approaches Theories that describe how organizational members collectively interpret the organizational world around them in order to define the importance of organizational happenings. Approaches to theory that explain organizational behavior in terms of the influence of cultures that exist both internally and externally to the organization.
Major Integrated Perspectives Theories: Cultural Approaches Elements of Culture: Terrance Deal (1939- ) and
Allen Kennedy (1943- )
Major Integrated Perspectives Theories: Cultural Approaches Theory Z: William Ouchi (1943- )
Ouchis theory derived from comparisons between Japanese and American organizations. Theory Z organizations retain individual achievement and advancement as a model but provide a continuing sense of organizational community not typical of many American organizations.
Type J Organization
1. Lifetime employment 2. Consensual decision making 3. Group or collective responsibility 4. Slow advancement 5. Informal control 6. Generalized career paths 7. Holistic concerns
Major Integrated Perspectives Theories: Cultural Approaches In Search of Excellence: Thomas Peters (1942- )
and Robert Waterman (1936- )
Eight Themes
A bias for action Close to the customer Autonomy and entrepreneurship Productivity through people Hands-on value-driven Stick to the knitting Simple form, lean staff Simultaneous loose-tight properties
2. Values
3. Basic assumptions
Major Integrated Perspectives Theories: Cultural Approaches Sensemaking Model: Karl Weick (1936- )
The outcome comes before the decision Weick is arguing that we make decisions and then render them sensible by explaining the meaning of our decisions.
Communication Implications of Integrated Perspectives Theories Systems theorists the effectiveness of communication is related not only to what happens within the organization, but also to how the organization communicates with its environment, its customers, and community.
Communication Implications of Integrated Perspectives Theories Cultural approaches more specific about the importance of communication in carrying messages about the culture and influencing behavior through cultural expectations.
Integrated Perspectives Theories in Contemporary Organizations The contribution of Integrated Perspectives theorists in describing the need to acknowledge the influence of the external environment has improved our ability to think comprehensively about organizations and how people and technology relate to larger environments.
Theories that focus on power, domination, and challenges to hierarchy, bureaucracy, and management control.
The postmodern condition is highly ordered, technologically specialized, mass-mediated, and demanding of precision, speed, flexibility, and adaptability in individual performance
Clegg contends that postmodernism rejects the concepts of scientific management when he characterizes postmodern organizations a flexible structures needing workers with multiple skills who are capable of continual learning. Market niches replace mass consumption, and smaller is better if organizations are doing what they do best.
Postmodern, Critical, and Feminist Perspectives Commentaries on Critical Theory and Postmodernism: Mats Alvesson (1956- ) and Stanley
Deetz (1948- ), Martin Kilduff (1949- ) and Ajay Mehra (1968- ), and Gareth Morgan (1943- )
Alvesson and Deetz Critical theory calls into question the illusion that organizations and their processes are natural and self-evident, the universalization of managerial interest, the primacy of instrumental reasoning, and hegemonic practices.
Postmodern, Critical, and Feminist Perspectives Commentaries on Critical Theory and Postmodernism: Mats Alvesson (1956- ) and Stanley
Deetz (1948- ), Martin Kilduff (1949- ) and Ajay Mehra (1968- ), and Gareth Morgan (1943- )
Morgan
Identifies examples of how organizations establish class structures that provide forms of control over work, behavior, and even the continuation of employment.
Postmodern, Critical, and Feminist Perspectives Commentaries on Critical Theory and Postmodernism: Mats Alvesson (1956- ) and Stanley
Deetz (1948- ), Martin Kilduff (1949- ) and Ajay Mehra (1968- ), and Gareth Morgan (1943- )
Critical theories contend that the world economy is dominated more by multinational organizations than by governments or national alliances. Critical theorists view these multinational organizations as primary sites for domination and abuses of power.
Theories that critique the gendered assumptions of modern organizations and call for the recognition and valuing of multiple voices and perspectives.
Communication Implications of Postmodern, Critical, and Feminist Perspectives The Functional approach
Hierarchy with its control of networks, exclusion of voices other than the dominant power structure, and deliberate distortions through mediated channels should be exposed so as to support more participative and democratic practices in organizations.
Communication Implications of Postmodern, Critical, and Feminist Perspectives The Emerging Perspectives approach
Most closely associated with Postmodern and Critical Perspective theory. Both the Emerging Perspectives approach and Postmodern and Critical Perspectives theories propose a value of increased participation and democracy among workers with an emphasis on the value of all organizational voices.
Postmodern, Critical, and Feminist Perspectives in Contemporary Organizations The delayering of organizations is evident in numerous organizations, with self-managing and highperformance teams replacing traditional notions of supervision. Adaptation, flexibility, and change are more common than unusual, and organizations regularly examine new approaches requiring increased and changing skills from the work force.