COMM 4170-01:Applied Organizational

CommunicationInstructor: Dan LairDay Five: Classical/HR Approaches to Organizational CommunicationSeptember 12, 2005

Today’s Agenda

Group project check-in/Brief group meetings Overview of major theoretical approaches Intro to Classical/HR theories Discussion:

– Kanter, “The New Workforce”– Case study: “A Matter of Perspective”

Major Trends/Perspectives in Management Thinking: 1900-2005

Management TrendsManagement Trends Scientific Management

(1900-1950) Human Relations Movement

(1930-1965) Human Resources

Management (1960-1985) “Theory Z” (1975-1990) “Toyotism” (1975-1995) Total Quality Management

(1980 – present) Reingineering (1985 –

present)

Theoretical PerspectivesTheoretical Perspectives

Classical (1900-1930)

HR(s) (1930-1965)

Systems Theory (1960-1980)

Cultural (1980 -- )

Critical (1985 -- )

Lessons from the History of Management Theories/Perspectives

Schools of thought do not “replace” one another

Perspectives can co-exist and are often combined.

Perspectives are “ideal types” more than accurate descriptions

Classical Approaches: 1900-1930

General Assumptions “Scientific” approaches to

organizational design and management

Organizations need to control resources

Rational-economic motivation for workers.

Examples:– Taylor and Scientific

Management– Weber and the study of

bureaucracy

View of Communication: Managerial tool for

command and control Focused on production and

maintenance Formal, hierarchical,

downward Other forms of

communication (informal, horizontal, etc.) must be avoided

Human Relations/Resources Approaches: 1930-1965

Human Relations Worker happiness =

productivity Organizations should be more

democratic Informal communication

happens – and is useful Examples:

– Hawthorne studies– Communication “climate”

Human Resources Worker motivation comes from

combination of factors (economic, social, self)

Workers are a resource, wasted by most organizations.

Individual and organizational goals can be pursued together

Participation increases performance

Examples:– MacGregor’s Theory X and Y– Likert’s management systems

Human Relations/Resources:Conception of Communication

Tool to coordinate activities, boost morale, and develop worker’s abilities/resources

Still focused on production and maintenance (in an expanded sense), but encourages some innovation

Formal and informal, hierarchical (but not as strictly), largely downward, but encouraging some upward and horizontal communication.

Question: Why combine Classical and HR approaches together? What similarities do you see?

Questions on Kanter, “The New Workforce”

Given what we’ve just discussed about classical/HR approaches, why do you think we’ve included Kanter to support this approach? In what ways might her perspective differ or stray from a classical/HR approach?

On p. 99, Kanter argues that “each problem solved also creates new “strains.” What does she mean? Later, on manager describes (at least some) of these strains as “paradoxes.” What is the difference between a strain and a paradox? What strains/paradoxes does Kanter see arising?

Case Study:“A Matter of Perspective”

In your theory specialization groups, work through this case study in the following four steps:

– Describe the case in general, from your theoretical perspective– Diagnose the central communication problem in the case, based

on your “reading” of both broad patterns and specific details.– Suggest potential solutions for that problem, based on the

Classical/HR perspective.– Assess the appropriateness of the Classical/HR perspective for

this particular case. Are there weaknesses/blind spots that hinder your ability to suggest adequate solutions?

Be prepared to return to the full class to discuss the case in-depth, based upon the conclusions you have reached as a group.