Exam 1 - ORGANIZATIONAL COMM. PDF

1. **Scientific Management:** Scientific management, developed by Frederick Taylor, aims to boost productivity by breaking tasks into smaller steps and finding the most efficient way to do each one. Managers create the plan, and workers follow it to complete tasks faster. It focuses...

1. **Scientific Management:** Scientific management, developed by Frederick Taylor, aims to boost productivity by breaking tasks into smaller steps and finding the most efficient way to do each one. Managers create the plan, and workers follow it to complete tasks faster. It focuses on task analysis, worker training, and separating management roles from labor. This approach greatly impacted industries like manufacturing, showing how companies can get more done. However, it assumes workers are mainly motivated by money and might overlook the human side of work. Taylor\'s ideas emerged during the Industrial Revolution when businesses sought ways to improve productivity. a. What are its parts? i. Breaking tasks into smaller steps -- figuring out the best way to do each part of the job. ii. Managers creating the plan -- managers design the most efficient way to complete tasks. iii. Workers following the plan -- workers carry out the tasks according to the manager\'s plan. iv. Analyzing tasks -- figuring out the most efficient way to do each task. v. Training workers -- ensuring workers know the most effective way to complete their tasks. vi. Separating what managers and workers do -- managers plan, and workers execute the tasks. b. What is it? vii. Developed by Frederick Taylor viii. Focuses on breaking tasks into smaller steps for efficiency. ix. Managers create plans, workers follow them. x. Emphasizes task analysis, training, and separating management from labor. xi. Boosted productivity, especially in manufacturing. xii. Criticism: focuses too much on money as motivation, neglecting human factors c. How does it work? xiii. Breaks tasks into smaller steps for efficiency. xiv. Managers plan, workers execute to complete tasks faster. xv. Focuses on task analysis and worker training. xvi. Impacted industries like manufacturing by boosting productivity. xvii. Assumes workers are motivated mainly by money. 2. **Human Relations:** The human relations approach focuses on the social side of work, showing that people are motivated by more than just money---they want to feel valued and have good relationships. It emphasizes how communication, leadership, and employee satisfaction boost productivity. Managers who use this approach focus on meeting employee needs, building relationships, and creating a positive work environment. The key ideas include leadership style, teamwork, and keeping workers involved. It shifted the focus from just getting tasks done to caring about workers\' well-being, proving that happier employees are more productive. This approach highlights that recognition and belonging, not just pay, drive people, and it improved teamwork and morale in response to stricter old management methods. d. What are its parts? xviii. Leadership style xix. How teams work together xx. Keeping workers involved xxi. Communication xxii. Employee satisfaction xxiii. Building good relationships xxiv. Creating a positive work environment xxv. Recognition and belonging as motivators. e. What is it? xxvi. Focuses on the social aspect of work. xxvii. Recognizes that employees need more than just money; they want to feel valued. xxviii. Emphasizes communication, leadership, and employee satisfaction for productivity. xxix. Shifts focus from task completion to employee well-being. xxx. Happier employees are more productive. f. How does it work? xxxi. Emphasizes the social side of work and the importance of relationships. xxxii. Focuses on leadership, communication, and employee satisfaction. xxxiii. Shows that happier employees are more productive. xxxiv. Stresses the value of recognition and belonging for motivation. 3. **Human Resources:** Human resources management focuses on balancing the needs of the company with the needs of its employees. It involves hiring, training, feedback, and benefits. The idea is that when employees are valued and happy, the company performs better. HR assumes that workers want to grow, feel satisfied, and have opportunities for advancement. By addressing employees\' needs, companies create a better work environment and achieve long-term success. g. What are its parts? xxxv. Hiring xxxvi. Training xxxvii. Feedback xxxviii. Benefits xxxix. Focusing on employee growth and satisfaction xl. Providing opportunities for advancement xli. Creating a better work environment h. What is it? xlii. Balances company and employee needs xliii. Involves hiring, training, feedback, and benefits. xliv. Assumes workers want growth and satisfaction. xlv. Creates a better work environment by addressing employee needs. i. How does it work? xlvi. Balances the company's needs with employee well-being. xlvii. includes hiring, training, feedback, and benefits. xlviii. Assumes workers want growth and job satisfaction. xlix. Creates a positive work environment for long-term success. 4. **Systems Approaches:** The systems approach sees organizations as complex machines made up of connected parts---like departments, teams, and people---that need to work together to achieve a common goal. It focuses on inputs (resources), processes (how things get done), outputs (what the organization produces), and feedback (how well things are working). This approach is important because it shows that no part of an organization works alone, so leaders need to consider everything to keep things running smoothly. Organizations must also stay flexible and adapt to changes in their environment. j. What are its parts? l. Inputs (resources) li. Processes (how things get done) lii. Outputs (what the organization produces) liii. Feedback (how well things are working) k. What is it? liv. Views organizations as interconnected systems lv. Considers inputs, processes, outputs, and feedback. lvi. Stresses that all parts of an organization need to work together. lvii. Encourages flexibility and adaptability to change. l. How does it work? lviii. Sees organizations as interconnected parts working together. lix. Focuses on inputs (resources), processes (how work gets done), outputs (results), and feedback (performance). lx. Leaders need to consider all parts for smooth operation. lxi. Encourages flexibility and adaptation to change. 5. **Organizational Culture:** Organizational culture is the set of values, beliefs, and behaviors that shape how people interact at work. It includes things like rituals, rules, values, and shared stories. A strong culture helps employees feel like they belong, boosting motivation and job satisfaction. It shows that the workplace vibe and values can impact how well a company operates. This concept helps explain why some companies succeed, emphasizing that a positive culture improves teamwork and creates a better work environment. m. What are its parts? lxii. Values lxiii. Beliefs lxiv. Behaviors lxv. Rituals lxvi. Rules lxvii. Shared stories n. What is it? lxviii. Set of values, beliefs, and behaviors that shape how people interact at work. lxix. A strong culture fosters belonging, motivation, and job satisfaction. lxx. Shows the impact of workplace environment on company success. o. How does it work? lxxi. Defines the values, beliefs, and behaviors shaping work interactions. lxxii. Strong culture fosters belonging and motivation. lxxiii. A positive culture improves teamwork and overall work environment. 6. **Critical Perspectives**: The critical perspective focuses on power in organizations---who has it, who doesn't, and how it affects employees. It highlights problems like inequality and control, questioning whether workplaces are fair. This view shows that people in power can make decisions that benefit themselves more than others, and it helps us see that workplaces are not just about getting work done, but also about how power is used. p. What are its parts? lxxiv. Focuses on power in organizations. lxxv. Examines who has power and who doesn't. lxxvi. Looks at how power affects employees. lxxvii. Highlights problems like inequality and control. lxxviii. Questions whether workplaces are fair. lxxix. Shows how people in power can make decisions that benefit themselves. lxxx. Emphasizes that workplaces are not just about getting work done but also about how power is used. q. What is it? lxxxi. Focuses on power dynamics within organizations. lxxxii. Highlights issues like inequality and control lxxxiii. Examines whether workplaces are fair and who benefits from decisions. r. How does it work? lxxxiv. Focuses on power dynamics within organizations. lxxxv. Highlights issues like inequality and control. lxxxvi. Questions fairness and how power is used in decision-making. 7. **Corporate Colonization**: Corporate colonization is when big companies influence parts of life beyond work, like family, schools, and government. Corporate values, like profit and efficiency, start to shape society, affecting politics, education, and personal lives. This concept highlights how much power corporations have, not just in the workplace but in culture and rules. It's a critique of capitalism and globalization, showing how companies can prioritize profits over what's best for people and communities. Understanding this helps us push back and protect societal interests. s. What are its parts? lxxxvii. Influence of big companies beyond just the workplace (e.g., family, schools, government). lxxxviii. Corporate values like profit and efficiency shaping society. lxxxix. Impact on politics, education, and personal lives. xc. Highlighting corporate power in culture and rules. xci. Critique of capitalism and globalization. xcii. Companies prioritizing profits over people and communities. xciii. Understanding this concept helps resist and protect societal interests. t. What is it? xciv. When corporations influence parts of life outside of work (e.g., family, schools, government) xcv. Corporate values like profit shape society xcvi. Critiques capitalism and globalization for prioritizing profits over people u. How does it work? xcvii. Describes how big corporations influence society beyond the workplace. xcviii. Corporate values start affecting politics, education, and daily life. xcix. Critiques capitalism and globalization for prioritizing profits over people. 8. **Definition of Organizational Communication**: Organizational communication is how people in a company share information to work together and achieve goals. It happens in two main ways: formal communication, like emails and meetings, and informal communication, like casual chats. Good communication is crucial for teamwork, decision-making, and problem-solving. Without it, things can get confusing. As companies grew, effective communication became essential for keeping everything running smoothly. v. What are its parts? c. How people in a company share information. ci. Formal communication (e.g., emails, meetings). cii. Informal communication (e.g., casual chats). ciii. Crucial for teamwork, decision-making, and problem-solving. civ. Important for preventing confusion. cv. Essential for keeping companies running smoothly, especially as they grow. w. What is it? cvi. How people in companies share information to achieve goals cvii. Formal (emails, meetings) and informal (chats) communication cviii. Crucial for teamwork, decision-making, and problem-solving x. How does it work? cix. Refers to how people share information to achieve company goals. cx. Includes formal (emails, meetings) and informal (casual chats) communication. cxi. Effective communication is crucial for teamwork and decision-making. 9. **Functionalist and Interpretivist Perspectives of Organizations:** The functionalist perspective sees organizations as machines, where everyone has a role to keep things running smoothly. It focuses on efficiency. The interpretivist perspective is more about how people's experiences, beliefs, and interactions shape the organization. While functionalism looks at how well an organization works, interpretivism focuses on the people inside it. Both perspectives help us understand that organizations are not just systems but also places where people connect. By considering both views, we can better understand and work in organizations. y. What are its parts? cxii. Functionalist perspective: 1. Sees organizations as machines. 2. Focuses on efficiency. 3. Emphasizes roles and tasks to keep things running smoothly. cxiii. Interpretivist perspective: 4. Focuses on people\'s experiences, beliefs, and interactions. 5. Sees organizations as shaped by the people inside them. 6. Highlights the connections between individuals within the organization. z. What is it? cxiv. Functionalist: Organizations are like machines focused on efficiency cxv. Interpretivist: Organizations are shaped by people's experiences and interactions cxvi. Both views help in understanding organizations as systems and communities a. How does it work? b. Functionalist: Sees organizations as efficient systems where everyone has a role. c. Interpretivist: Focuses on people's experiences and interactions shaping the organization. d. Both views help understand organizations as systems and social spaces. 10. **Constitutive vs Transmission Models of Communication:** The transmission model is the basic idea of one person sending info to another, like texting. The constitutive model, though, sees communication as something that shapes relationships and meaning. The transmission model has a sender, message, channel, and receiver, while the constitutive model focuses on interaction and meaning making. This matters because it shows that communication isn't just about sending messages but also about shaping how we understand the world and each other. Understanding both models helps us see how communication affects teamwork and how we create meaning together. e. What are its parts? cxvii. Parts of the Transmission Model: 7. Sender 8. Message 9. Channel 10. Receiver cxviii. Focus of the Constitutive Model: 11. Interaction 12. Meaning making f. What is it? cxix. Transmission model: One person sends info to another (e.g., texting) cxx. Constitutive model: Communication shapes relationships and meaning. cxxi. Transmission has sender, message, channel, and receiver. cxxii. Constitutive focuses on interaction and meaning making. cxxiii. Helps understand how communication shapes teamwork and understanding of the world. g. How does it work? cxxiv. Transmission: Basic model of sending info (sender, message, channel, receiver). cxxv. Constitutive: Sees communication as shaping relationships and meaning. cxxvi. Understanding both helps recognize how communication influences teamwork and meaning making.