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Communication and Management Theory

Communication and Management Theory . Understanding the Connections. 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

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Communication and Management Theory

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  1. Communication and Management Theory Understanding the Connections

  2. 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. Classical Management Theories • Frederick Taylor--Scientific Management • Henri Fayol--General Management Theory • Max Weber--Bureaucratic Theory

  4. Four Principles of Taylorism or Scientific Managment • 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. Fayol’s Management Theory • Fayol’s background and training • Key Concepts • Division of work • Unity of command • Subordination of individual interests • Esprit de corps • Centralization

  6. Weber’s 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. 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. Human Relations Movement • Led by Roethlisberger and Mayo of Harvard University • Hawthorne Studies--Western Electric Co. • The IlluminationStudies • The Relay Assembly Room Studies • The Interview Program • The Findings

  9. 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. 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 Human Resources Movement MacGregor’s TheoryX/Theory Y

  11. 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. 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. 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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