MC3 管理沟通的相关理论

Ohio State University’s twodimensioned leader traits
Initiating structure
Active in planning, communicating, scheduling, and organizing
Consideration
Showed concern for the feelings of subordinates, promoted mutual trust, and fostered two-way communication
Impact on Organization and Management Communication
Change in the due to change of allocation Change in way due to labour relationship between people of social production and way resulted from factory system of managerial communication division and hierarchy
Lecture 3 Related Theory of Management Communication
Classic Theory
Human Relations Theory
Human Resources Theory
Classic Approach
（1880-----1920） Historical and cultural background Scientific management Bureaucratic organization
Individuals in organizations satisfice, not maximize Decision making is limited through decision premises, which are constructed largely through communication Organizations can exert unobtrusive control over employees through the control of decision pre
Traditional management skills---that is , those associated with initiating structure --- were equally as important as interpersonal skills in promoting productivity
Scientific Management
Taylor(1856Pioneer:Frederic Taylor(1856-1915) Book: Principles of scientific Management Viewpoint: the best management is a true science, resting upon clearly defined laws, rules and principles
There are important differences among organizations Organizations have a life of their own apart from individual members or groups Organizational statespersons must manage relationship with environment Institutions limit certain kinds of communication to shield their technical core from evaluation
Society is comprised of groups, not isolated individuals Individuals ate swayed by group norms and do not act alone in accord with self-interests Individual decisions are not entirely rational but are influenced by emotions
After 1950s，great adjustment to industrial structure in
the West A shift of processing industry to service industry; more white-collared employees than blue-collared ones During 70s，with the rapid development of global economy, ， there was an ever-fierce competition both at home and abroad The economy of western countries faced great challenge More and more laws and acts were issued to improve working condition, emphasizing that managers should regard employees as important resources, and and should realize the importance of employee participation in decision-making and management
Bureaucratic Organization
wellThe well-known German scholar:Max Weber (1946) Principles:
Structure and function of organization Means of rewarding effort in organizations Protections for the individuals who do the work
Historical and Cultural Background
Time: 1929-1940 Event :
the Great Depression World War II a new way of understanding human behaviour
Elton Mayo believed that:
Fred Fiedler’s Contingency Theory
Task-oriented style: when a group is either very favourable or very unfavourable toward a leader Interpersonal style: when a group is somewhere in the middle
Philip Selznick’s Institutional Approach to Organization
Key assumption: organizations are dependent on their social environments for legitimacy and survival Findings and implications for management communication
Historical and Cultural Background
Industrial Revolution -----beginning of modern organization
Time： Time：1870s Place: Started in England, followed by a rapid expansion of industrialism in Northern Europe and North America Result: factory system in place of labour workshop, machinery in place of manual labour, industrial society in place of agricultural society
Frederick Herzberg’s Two-factor Theory
Hygiene factor: corporate policy, managerial behaviour, working condition, interpersonal relations, position, safety and living condition Motivating factor: self-actualization, recognition of work achievements, challenging work, work with high responsibility and work in favour of career development
Herbert Simon’s Decision-making Model
Key assumption: individual decision making is only intended to be rational Findings and implications for management communication
Human Relations Approach
The Hawthorne Studies and Mayo’s viewpoint Barnard’s viewpoint Ohio State University’s study of leader traits Herzberg’s two-factor theory Fiedler’s contingency theory Simon’s decision-making model The institutional school