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Communication and Management Theory

Prof. Nick Burnett, ComS 103, Sec. 11-18, F'07. Why Study Management Theories or Paradigms?. They form the basis of how managers manageMgmt. theories are theories of human behaviorMgmt. theories are enacted by and through communicationMgmt. theories are sometimes difficult to decipher. Prof. Nick Burnett, ComS 103, Sec. 11-18, F'07.

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Communication and Management Theory

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    1. Communication and Management Theory Understanding the Connections

    2. Prof. Nick Burnett, ComS 103, Sec. 11-18, F'07 Why Study Management Theories or Paradigms? They form the basis of how managers manage Mgmt. theories are theories of human behavior Mgmt. theories are enacted by and through communication Mgmt. theories are sometimes difficult to decipher

    3. Prof. Nick Burnett, ComS 103, Sec. 11-18, F'07 Classical Management Theories Frederick Taylor--Scientific Management Henri Fayol--General Management Theory Max Weber--Bureaucratic Theory

    4. Prof. Nick Burnett, ComS 103, Sec. 11-18, F'07 Four Principles of Taylorism or Scientific Management There is one best way to perform a task (use science and time/motion studies) Select your personnel scientifically Compensation is based on work output Strict division of labor--Managers plan the work, workers work the plan

    5. Prof. Nick Burnett, ComS 103, Sec. 11-18, F'07 Fayols Management Theory Fayols background and training Key Concepts Division of work Unity of command Subordination of individual interests Esprit de corps Centralization

    6. Prof. Nick Burnett, ComS 103, Sec. 11-18, F'07 Webers Work on Bureaucracy Remember what Weber is reacting to Clear system of authority Complete, written rules and regulations Organizational relationships stay impersonal Selection and promotion based solely on technical competence Contemporary civil service systems

    7. Prof. Nick Burnett, ComS 103, Sec. 11-18, F'07 Communication and Classical Management Theories Driven by managerial authority Believes people are rational, economic actors Emphasizes the machine metaphor, workers are merely cogs Communication is top-down, authority is tied to position

    8. Prof. Nick Burnett, ComS 103, Sec. 11-18, F'07 Human Relations Movement Led by Roethlisberger and Mayo of Harvard University Hawthorne Studies--Western Electric Co. The Illumination Studies The Relay Assembly Room Studies The Interview Program The Findings

    9. Prof. Nick Burnett, ComS 103, Sec. 11-18, F'07 Implications of the Hawthorne Studies Wake up call for social scientists Beginnings of people oriented mgmt. Participation=increased morale= increased productivity=increased managerial control Managers must forge a relationship with employees facilitating upward and downward communication

    10. Prof. Nick Burnett, ComS 103, Sec. 11-18, F'07 Human Resources Movement MacGregors TheoryX/Theory Y Theory X Dislike work Need to be coerced Prefer direction Desires security above all else Theory Y Work is natural Coercion is wrong Self-Actualization is the key People will seek responsibility

    11. Prof. Nick Burnett, ComS 103, Sec. 11-18, F'07 Communication and Human Relations Messages travel up, down, and across an organization Decision making is spread throughout an organization Build an atmosphere of trust and confidence in employees Decreased levels of managerial control

    12. Prof. Nick Burnett, ComS 103, Sec. 11-18, F'07 Systems Theory and Organizational Theory Ludwig von Bertalanfy--biologist The organization as organism Systems integration is key insight Communication networks are privileged Informal communication is acknowledged

    13. Prof. Nick Burnett, ComS 103, Sec. 11-18, F'07 Theory Z and Contingency Theory William Ouchi--Theory Z Corporate culture emphasizing: interpersonal relationships long term employment collective decision making and collaboration respect for employees, concern for their well-being

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