COMM 4170-01:
Applied Organizational Communication
Instructor: Dan Lair
Day Five: Classical/HR
Approaches to Organizational
Communication
September 12, 2005
Today’s Agenda
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Group project check-in/Brief group meetings
Overview of major theoretical approaches
Intro to Classical/HR theories
Discussion:
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Kanter, “The New Workforce”
Case study: “A Matter of Perspective”
Major Trends/Perspectives in
Management Thinking: 1900-2005
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Management 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 Perspectives
Classical (1900-1930)
HR(s) (1930-1965)
Systems Theory (1960-1980)
Cultural (1980 -- )
Critical (1985 -- )
Lessons from the History of
Management Theories/Perspectives
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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
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General Assumptions
“Scientific” approaches to
organizational design and
management
Organizations need to
control resources
Rational-economic
motivation for workers.
Examples:
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Taylor and Scientific
Management
Weber and the study of
bureaucracy
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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
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Human Relations
Worker happiness =
productivity
Organizations should be more
democratic
Informal communication
happens – and is useful
Examples:
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Hawthorne studies
Communication “climate”
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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:
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MacGregor’s Theory X and Y
Likert’s management systems
Human Relations/Resources:
Conception of Communication
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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”
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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”
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In your theory specialization groups, work through this case
study in the following four steps:
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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 indepth, based upon the conclusions you have reached as a
group.