Even though they were designed to be prescriptive rather than descriptive, the Classical, Human Relations, and Human Resources approaches to organizational behavior have influenced most organizations today. Based on your knowledge and experiences, please address the following questions:
1. What elements of Fayol's Classical Theory, Weber's Theory of Bureaucracy, and Taylor's Theory of Scientific Management have manifested themselves in organizations you have worked in or are working in now? Provide specific examples and illustrations to support your observations.
2. How have the advantages and disadvantages of the classical management approach played out within this organization?
3. How would you describe the content, direction, primary channel(s), and style of communication that is used within this organization?
The deadline for posting your responses to the second blog post will be by 5 pm on Wednesday March 3, 2010.
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I am currently a Team Leader for SafeRides here on campus. The organization's mission is to create a safer community for JMU and the city of Harrisonburg by providing free, safe rides home on Friday and Saturday nights.
ReplyDeleteSafeRides has taken a lot from the theories of classical management when it comes to operating on Friday and Saturday nights. The following are some of the examples that SafeRides has implemented from each of the main three theorists:
Fayol's Classical Theory - There is a clear chain of command when it comes to working for SafeRides on a night. The main person responsible for operations during the night is the Director in Charge, they are the person in charge of assigning all the roles for the evening, they deal with any problems that may arise, and have the final call when a decision has to be made. The next person in the line of command is the Extra Executive. After the Extra Executive there are distinct positions that all have equal say in how things are to get done, yet they all have different tasks and responsibilities.
Drivers
Navigators
Phones/Logistics
Weber's Theory of Bureaucracy - SafeRides implements Weber's Theory of Bureaucracy because the Director in Charge is responsible for taking down information at the end of the night in order to keep records of the rides given, who worked, and any additional comments pertaining to the night. This information is all kept on file.
Taylor's Theory of Scientific Management - Taylor emphasized the importance of training and standardization of tasks. Members of SafeRides must go through a training session each year to learn about the procedures that go along with operations. Also, tasks are somewhat standardized for everyone working.
The classical management approach has been very helpful in SafeRides' operations because:
-Allows for people to know what they are responsible for.
-Allows tasks to be broken down into simpler procedures that enable the job to get done effectively and efficiently.
With that said, I do not feel SafeRides has a complete classical management approach to its operations. Yes, there are many aspects that go along with the style of management, but I also firmly believe the Human Resources/Human Relations style of management is involved in our work. We love to joke around, talk, laugh, and make conversation. If a patron calls and we know them, we might stop and talk to them for a minute to see how their night was going. This is different from the classical management approach which is so focused on efficiency.
I think there is a nice balance in the SafeRides operations where we hold strong to our mission and what we are called to do, but we also like to have a good time while doing it.
Content - The content is the night of operations. It is the form of communication that is being used such as the phones, the nonverbal communication patterns, and direction of leadership.
Direction - The direction of communication is up to down as well as down to up. Everyone is given a say on what they feel is best in terms of operating for the night. The Director in Charge is most likely the person with the most expertise so they will usually have the final say on a matter, but all people working for the night have a voice.
Primary channels - Verbal communication is the primary channel. The communication between the logistics person and navigator is crucial. Without proper information, operations become less efficient, patrons get angry, and our organization loses its credibility.
Style of communication - Authoritarian is not the style of communication that is attributed to the SafeRides operations, it is much more democratic. Workers are given a voice. If they have suggestions they are able to say their opinions without being reprimanded by the Director in Charge. This allows our organization to grow and become the best that it can be.
Fayol's Classic Theory: A few summers ago I worked at a camp as a counselor. Fayol's theory was present at this job in a few different ways. First, the hierarchy was clear. There was a Camp Director, Head Counselors, Counselors, and Junior Counselors. Orders came from the Director each morning in a meeting and counselors were expected to change behaviors based on these conversations. Another way this theory came into play is when a decision had to be quickly made. If a lower level counselor had to make quick decisions, they were expected to inform a superior of the situation and how it was handled.
ReplyDeleteWeber's Theory: Weber's tenet of specialized training stood out to me in relation to my job as a counselor. Weber defined this as only individuals who have shown excellence at a job should be a part of management. This is very true for counselors because those who were in higher positions, had proven themselves in previous summers.
Taylor's Theory: Although this job as a whole would not be ideal for Taylor's theory of scientific management, there were specific tasks that followed this idea. If a child got hurt, I would have to inform someone else we were going to First Aid, put on rubber gloves, administer the proper treatment, and then record the injury in the record book.
Classical Management has been advantageous in this job as people always know who they answer to. Although Head Counselors were technically above their co-workers, everyone knew who the boss really was. Disadvantages to this approach are a little harder to identify as most of the job is not task related. In fact, most of the job is about creativity and changing up the daily routine as much as possible within certain limits.
Content: The content of the communication is meant to change the behaviors of the staff.
Direction: The direction is high to low however in this environment direction could also move upwards. Staff members were definitely encouraged to participate in the bettering of the camp.
Primary Channels: Verbal communication. Being vocal with each member of the staff was crucial to ensure the day ran smoothly. Nonverbal communication is also used but in a more subtle way.
Style of Communication: Although the camp director had a strong sense of authority, the style was based more on a familial environment. Many members of the staff went to the same schools so communication, especially between younger counselors, was very informal. As I mentioned before, new ideas from staff were highly encouraged.
All of these theories relating to Classical management can be found in everybody I have had since I was 15. They are also evident in many organizations that I have been apart of. Taylor’s theory sticks out in my mind when I reflect on my experience as a worker especially concerning the authority of the clock. Every job I have had has made me clock in and clock out, even during my breaks. This is an excellent example of Taylor’s belief in the “clock”. Also my current job, (a sales associate at a woman’s clothing store) lays out all the rules, regulations and guidelines and if you ever forget anything there is a binder that has any circumstance and the solution to it. This is an example of the idea that management is a true science resting on clearly defined laws, rules, and principles. Every job I have had also implies the idea that there is one best way to do something and these are also outlined in a binder for my present job. Also the idea of Weber that everything must be written down and is only efficient if everything is written has been apparent in most of my jobs. My current job makes it essential to record and document opening and closing checklist among other things. Looking at Fayol’s ideas concerning the structure of an organization, my job as a sales associate involves a strict organization and hierarchy. I am basically the lowest on the totem pole being that the structure consists of sales associates, department managers and the store managers. While the environment of the store is warm and friendly and the managers tend to treat me more as a friend and college it’s clearly known that they are superior during the workday.
ReplyDeleteOne of the advantages to the classical management is organization. Every aspect of classical management involves organization from the workers to documentation to managers. At my job everything is organized and you know where everything is located to create the optimum proficiency. Also classical management has been long established and creates an environment of comfort for most involving structure and rules. Which at my job there are rules and structure which dominate every job. There are rules up on every available wall in the back, in the office, at the cashier and even in the fitting rooms. But classical management has many flaws. Classical management seems to leave out the individual and mainly focus on money and increased production. This can be flawed and lead to employees that are unhappy with their workplace since they feel like a number and that they are replaceable. I try to feel that I could not be replaced at my current job because I feel that I am an excellent sales associate and keep customers coming back while bringing in above average revenue for the store, but I know that in the end I could be replaced at work.
Content: The content of the communication involved in my job is aimed at increasing employee’s proficiency and production.
Direction: the direction in my job is mainly high to low but there are many cases in which it is low to high. Low to high direction occurs when the sales associates like myself communicates issues or information to managers.
Primary channel: The primary channel used at work is defiantly verbal communication. Although there are non-verbal commands involved everyone seems to communicate verbally because it is such a fast pace environment.
Style of communication: The style of communication is somewhat authoritarian because the store is run in a hierarchical manner creating orders and jobs that must be fulfilled. Although sales associates are allowed for have an opinion and can voice their opinion to their superiors, in the end mangers have all the power.
1. -Fayol’s Classical Theory-
ReplyDeleteDuring the various breaks, I work as a hostess at a local restaurant at home. In accordance with Fayol’s chain of command, the management and staff at the restaurant all have different duties to fulfill. The authority remains at the top, with the owners and managers, while status and command slowly filter down to the other hostesses and the bus boys. Although communication is encouraged throughout the system, control and coordination begin at the top of the chain. Complaints are usually directed toward the managers, and all workers contribute to overall order within the restaurant.
-Weber’s Theory of Bureaucracy
When I first applied for this hostessing job, there were numerous documents that I was required to fill out (extensive use of written documents). After I got the job, I was trained by my managers and fellow hosts to meet the restaurant’s requirements and skills. Soon after, I became acquainted with my duties and developed a type of expertise within the restaurant. There are many rules that staff must follow, as we are reminded of our required duties (by sheets of paper taped to the hostess stand).
-Taylor’s Theory of Scientific Management
Up at the hostess stand, there is one best way to greet, seat, and accommodate guests—respectably and politely with as much courtesy as possible. New staff members are hired in regard to their previous experience (specific attention to selection), and there is a clear division of labor between the managers and workers (servers, hosts, cooks, bus boys, etc.). Also, workers are required to clock out at specific times, depending on when they take a break or leave for the day. Failure to do so results in strict consequences, and may even lead to a worker’s termination.
2. The classical management approach has proven to be advantageous within the restaurant in the sense that it instills order and everyone knows what is expected of them. If there is ever an issue, you must always turn to your superiors (the managers), and piece-rate incentives are an extra bonus to those who work hard (if you work hard, you get a raise). The structure of the work place helps keep everyone else in order and assigning work/hiring personnel based on experience ensures that only the most qualified people are on the job.
However, the hierarchical structure within the restaurant may hinder a worker as well. For example, in order for a host/hostess to become a server, he/she must be 21, not 18. Also, emphasis of only the well-trained employees can intimidate any new addition to the staff. I remember when I first started working (this was my first job), I felt so much pressure to learn everything quickly so that I wouldn’t seem inefficient. There are standardized methods of doing things (greeting guests, answering the phone, etc.), and you are frowned upon if you do not do things in that specific manner.
3. Content – Helps facilitate production so that the managers/workers are on the same page. Everyone must be polite, patient, and willing to help all customers. Effective communication is imperative in order for everyone to get the job done, especially when it gets busy, and for everyone to help each other.
-Direction – Although management holds the bulk of the authority, other staff members (servers, hosts, etc.) are encouraged to speak up in times of need. Direction of command and control does filter down, however, the managers do a great job with treating everyone equally and respectably.
-Primary channels – verbal communication. Whether it be answering the phone to take a reservation or assisting a customer, speaking is vital.
-Style – The style of communication within the restaurant is not authoritarian. Everyone is encouraged to give their input and voice their opinions. Once you get into the swing of things at the restaurant, you begin to feel like your colleagues are more like close friends.
1.When I was in high school, I used to work for Staples as a sales associate. As I reflect on my experience as a Staples employee, I can now have an understanding of the types of classical management techniques that were implemented.
ReplyDeleteFayol’s Classical Theory:
The main emphasis in this theory is centered on the structure of the organization. While working at Staples, I was able to observe Fayol’s ideas. The chain of command is present at Staples. At the very top of the corporation there are the CEOs and CFOs who exert power over regional and district managers. The power of authority trickles down this chain. At the store where I worked, the top management or, unity of command, oversees the assistant managers, stockers, and sales representatives. However, there was the concept of Fayol’s bridge, which allowed me to direct my concerns or questions to the store manager, instead of the assistant manager.
Weber’s Theory of Bureaucracy:
This type of classical management is present in the work environment created by Staples. Each employee had a specific job to do that required certain skills and understanding. I had to communicate with the customers and provide customer service, all while operating the cash register. In order for me to progress and perfect my job position, I went through training seminars where I watched videos and took exams. The purpose of that was to know what I needed to do in certain situations. There were also documents to be signed and filed.
Taylor’s Theory of Scientific Management:
In Taylor’s theory, he focused on the task at hand. At Staples, I was specifically trained to operate the cash register in a certain way. That way, it would provide for faster and quicker service. In addition, if the lines got too long, I made an announcement on the loud speaker so that other team members could open up another cash register. Customer service and satisfaction are important to Staples. Therefore, training programs were important part of becoming a Staples employee.
2. Advantages of classical management within Staples, is that there will always be happy, satisfied customers. The employees are well trained to help the customers in any way possible. Managers are able to adjust and adapt change within the organization to make sure that everyone does their job how they are supposed to do it. Disadvantages of this approach in Staples are that the employees have no leeway into how they can do their job. Employees are not able to say no to managers if they do not like to operate a cash register the “Staples” way. In addition, there is not a lot of relationship-building among workers. They are there to do just that, work.
3.Content: The content of communication is to promote a general desire of attaining satisfaction by the employees. We are all there to help make customers’ shopping experience pleasurable and rewarding.
Direction: The main direction of communication is high to low. The store manager directs information to the assistant managers, and then relays the information to the sales associates. However, when I needed to speak to a manager, I spoke in terms of low to high directional communication.
Primary channel(s): Verbal communication is used the most at Staples. It is easier for managers to communicate verbally to the associates when there is a lot going on in a highly successful corporation.
Style of communication: Authoritarianism is the style of communication used at Staples. There is no room for democratic style in a large corporation. Employees need to understand what to do and how to do it effectively. If workers were able to say that wanted to do it a different way, it would slow down productivity.
In regard to the Dream Come True playground effort, my interpretation of its culture is based mainly on the corresponding emails between the organizations contact, Barbara, and myself. Analyzing the group’s website is another way that I have cultivated my interpretation of this said culture.
ReplyDelete1. The elements of Fayol's Classical Theory are evident in the hierarchy of power present. Due to the fact that the contact, Barbara, has stated she would not like to communicate through phone but email exclusively, I must respect this choice. This puts my group and me at a disadvantage especially in a time crunch. We are clearly at the lower end of the hierarchy (as volunteers) and wait for her responding emails. These responding emails come very often a week or sometimes longer, and therefore put the group in a difficult situation.
Weber's Theory of Bureaucracy is evident as it relates to the set of regulations set up by Barbara. As said before, essentially the only rules communicated thus far were to only contact her through email. Which, of course, I am doing and obeying her wishes to not call her at home, as well. For the future of this project, I hope that the each member will be given detailed responsibilities for a successful fundraising endeavor. Also, Barbara would be the form of supervision prior to each plan being carried out.
Taylor's Theory of Scientific Management is evident in the fact that only one of us is responsible for emailing her. Once our fundraising ideas are approved and the chance to implement them is authorized, each person will have a defined job. Each job will be defined and broken down into applicable parts as to best achieve the organizations goal (which is to fundraise money).
2. The advantages and disadvantages of the classical management approach have played out within this organization mostly through the difficult aspects of the organization completely. The advantages of the classical theory are that by being respectful to authority and knowing my place in the hierarchy, and amicable and civil work environment is maintained. The disadvantage of utilizing such theory, is that the group and I are essentially getting nowhere with our plans. We are currently at a stand-still, waiting over a week now for a response.
3. The content, direction, primary channel(s), and style of communication that is used within this organization are, in my opinion, lacking respect. As volunteers willing and eager to give our time to this cause, I find it disrespectful to not give timely email responses. Furthermore, as an organization that is essentially built on the idea of volunteerism, it is not taking advantage of help made so available to them. This is confusing to me to see an evident disregard to a group of volunteers. The content of the organization is based fundamentally on the act of fundraising. In order to do this, the style of communication needs to change or be improved.
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ReplyDeleteI am in the A Dream Come True Playground group for my service learning project. Because we have no true organization to study from, it is hard to analyze our experiences. The closest thing that I can think of to relate our organization to is Fayol’s Classical Theory. In our virtual organization, there is a leader. Barbara, the local organizer for the wheelchair swing, is our manager so to say. She is the unity of command in the organization. All of our e-mails go to her and all of our ideas must be run by her first. She has laid out specific rules that we must obey when brainstorming for ideas for fundraising. There is also a chain of command. If Barbara told us something that we must follow, all of the members in our group would listen to her because she is the leader. Within our group we have horizontal communication. Fayol’s bridge states that horizontal communication within an organization is allowed. This is necessary in our organization because the only members of the organization that we know are the members in our class.
ReplyDeleteOur group is definitely at a disadvantage because of the classical management approach. We have had much feedback from Barbara, who is supposed to be a manager. It would be nice to get to talk to her more and hear back from her more often. Also, she is the only person who we can talk to because of the chain of command. Barbara is our manager and because of the chain, we cannot talk to her manager about anything, we have only been able to talk to her. One advantage of the classical management approach is that because of the unity of division principal, the members of our group have been given a specific task and we are prepared to do it with the resources that we have. There are no surprises in the goal that we are trying to achieve, and we are doing the best possible to try to achieve it.
The only channel of communication that we have had with our manager, Barbara, is through e-mail. This is very frustrating because it is her preferred method of communication and she does not respond in a timely manner. If she would meet with us or talk to one member of our group on the phone the process of organizing a function would be easier. Communication within our group is very good. We e-mail regularly and have had a meeting about what we plan on doing to achieve our goal. Most of the communication that is done in our group is about fundraising ideas. Also, the most commonly used direction of communication is horizontal.
1. What elements of Fayol's Classical Theory, Weber's Theory of Bureaucracy, and Taylor's Theory of Scientific Management have manifested themselves in organizations you have worked in or are working in now? Provide specific examples and illustrations to support your observations.
ReplyDeleteThis past summer I coached a swim team at home and there are many ways that Fayol's Classical Theory, Weber's Theory of Bureaucracy, and Taylor's Theory of Scientific Management are used every day.
Fayol's Classical Theory- Our team has head coaches, assistant coaches, a board/ committee, and a president of the association. There is a distinct hierarchy in the organization. At the bottom are the coaches. If we have an idea or change that needs to be made, the coaches have to talk together and make sure it is a change that everyone wants and that would benefit the team. Then, the idea is given to the committee and they decide if it is important enough to send to the president. The president sits at the top and only receives the messages that are most worthwhile.
Taylor's Theory of Scientific Management- There are different ways to coach a swimmer and it is the coaches responsibility to decide how they want to coach that season. We figure out the “one best way” and decide that the way we choose is how we will conduct each practice and teach them the different strokes.
Weber's Theory of Bureaucracy- Our president approves everything on the swim team. Our president definitely saw himself as the most powerful and everything was done according to his schedule.
2. How have the advantages and disadvantages of the classical management approach played out within this organization?
I think that one of the major disadvantages is that getting something approved takes time unless you go straight to the president. This usually does not happen because parents put the board together so that they could be more informed on what is going on all the time within the team. One of the advantages is that all the swimmers are coached in the same way. Everyone is treated the same, so it is hard for parents to complain and say that some children are being favored over others.
3. How would you describe the content, direction, primary channel(s), and style of communication that is used within this organization?
The primary channels are in person or through telephone. Coaches wither meet with the board or go straight to the president by calling. The style is very linear and usually goes one way. The president is only contacted if we have a question or a specific problem. It is a question and answer relationship. The president and committee establish a formal relationship early and let us know that they are in charge, but they usually value what we have to say.
1) My service learning project is the BRC Volunteer Recognition Event. Since being assigned the event I have not spent as much time as I would have liked to at the BRC but I was able to get a pretty good idea of what the culture is like there. Here are some examples I recognized as being manifestations of the different Classical Management theories.
ReplyDeletea) Taylor’s Theory of Scientific Management: Unfortunately the time I’ve spent at the BRC has been on Friday afternoon and I haven’t been able to see any real “tasks” performed. But, I did recognize the stringent standards required by each volunteer and employee, which is an example of “Taylorism”. Each volunteer must sign forms, go through a briefing and must wear a badge that says “Volunteer”. This is a result of Taylorism in that the management plans all details for the worker, trains them to perform a task, and evaluates them at regular intervals.
b) Fayol’s Classical Theory: The BRC has executes many of the Fayol’s principles of management. First, there is a clear division of work, and each worker has a limited set of tasks to accomplish. For example, since we are working on the volunteer recognition event, we were referred to the volunteer coordinator, Ellie Draper. If we were doing something that did not involve the volunteers but say the staff, we would be referred to someone else that controls the staff and staff events.
Another example I found was in the centralization of the company. When we were discussing our plans for the event, we asked Ellie if it would be acceptable for us to offer a gift certificate to the local wine store downtown. Ellie seemed flustered by the idea of answering herself and quickly made her way down the hall to her manager’s office. She had her boss, Jeff come in and ask him if it would be okay. He decided it would be, and after that Ellie was able to express how she thought it was a great idea. This shows that there is a hierarchy within the BRC where the managers sit at the top and make the decisions.
Lastly, I noticed an order that was set in place at the BRC, everyone had “their own place”. There are individualized offices and wings that correspond with the tasks of the employees. Also, when you walk in you are reminded of the order; there is a receptionist to help you find where you need to go, there is a storekeeper at the gift store, there are cleaning people working diligently etc. Everyone knows where they need to be and what they need to be doing and do not seem to have any overlap in their tasks.
c) Weber’s Theory of Bureaucracy: As I previously stated, Ellie Draper had to ask her boss if a gift certificate to the wine store was acceptable for the volunteer event. She was happy to abide by whatever her boss’s response was, regardless of her own opinion. This is a characteristic of bureaucracy, where workers respect the right of managers to direct activities. Also, there is an evident hierarchy within the organization from CEO to upper management all the way down to the specialized jobs that keep the BRC running. There is a specified sphere of competence- that delineates tasks for every member. Every member of the organization has an obligation to perform functions specified by division of labor and should have the authority to carry out those functions. All the employees at the BRC have specialized tasks that they are obligated to perform (nurses tend to members, Ellie deals with volunteers, the receptionist directs people etc.). If for some reason these obligations are not met, I am sure the employee would be let go.
2) I think the advantage of the classical management approach is that there is little room for error or miscommunication. By communicating upwards toward management, there is no room for mistake or unregulated actions. Also, there is a strong emphasis of recording everything that goes on within the organization which allows employees to reference and keep track of all that goes on. I also think that by giving employees their own set of tasks and responsibilities they are actually being given something to feel good about. These particular tasks give them self worth which I think contributes towards employee morale and productivity.
ReplyDeleteThe disadvantages of the classical theory were quite obvious during our meeting with Ellie. As I said earlier, Ellie had to ask her boss about the gift certificate, and he was actually away from his office the first time she went to look for him. She wasn’t able to give us a straight answer and therefore slowed us down in our planning. Luckily, her boss heard she was looking for him and he came to us to give us his full answer. As you can see, there is time and money that can be lost when using the classical theory because in order for someone to make a decision on a “lower” level they need the permission of someone from a higher level. In a large organization I could imagine this taking days or even weeks. This brings me to the next question on what direction communication flows.
3) Like Fayol’s Scalar Chain, the communication within the BRC is one way- and neglects the interactive nature of communication. This one way direction of communication upward on the hierarchy of the organization ensures little miscommunication. There is little to no horizontal communication because all the power exists at the top of the hierarchy. The primary channels exist from the head of departments (such as Ellie-volunteer head) up to the boss (Jeff). This would be a much longer chain in a larger organization but the BRC is quite small. The style of communication, although it is within a bureaucracy is relatively informal. Ellie seems to get along with her boss and fellow employees quite well, probably a result of working so closely each and every day. She seemed comfortable asking Jeff about the invitation and he was friendly and attentive when she asked him. But, regardless of their close relationship you could tell Ellie would never violate the code of conduct that involves the permission of her boss on any decision outside of her particular task. She feels if it’s something that she doesn’t feel 100% right about, she should always ask her boss. For the most part I believe the content of the communication usually consists of everyday activities and whether or not they can be done at the BRC.
#1. In regards to the EDGE initiative, there are some interesting applications of Classical Management theories. Rockingham Memorial Hospital (RMH) oversees several branches, one of which being the Strong Families/Great Youth Coalition. Under that branch comes a committee of directors that comprise the EDGE executive board. The fact that this organized hierarchy exists is part of Fayol’s emphasis on unity of command. Additionally, because they are associated with a medical health practice and receive federal funds and grants, EDGE has a lot of red tape to cut through, so to speak. Amanda, the head of the EDGE committee, has to keep a careful budget, collect every single receipt, get approval for all purchases, get all marketing materials approved, and similar requests for approval from her boss. All in all, there are some defining aspects of this office of which Fayol, Weber, and Taylor would be very proud.
ReplyDelete#2 First and foremost, and my group would agree, that the disadvantages of the classical management approach have proven to be greater than the advantages in the EDGE office, so that it can be difficult to describe the office within this theory. By the same token, there are some aspects of the initiative that do lend themselves to classical management critique. The structure of RMH is very prone to classical management theories. Being a subdivision of RMH means that EDGE is partially supervised by some of the executive board members of the hospital; due to of the size of the hospital and breadth of the programs, some of these managers are people that even the head director of EDGE has never met. This, combined with the aforementioned tedious work of confirmations and approvals required for activities to be planned, has cost the EDGE office precious time that could have been bypassed if they operated under a different system. On the other hand, this system of hierarchies has allowed Amanda to conduct the office as she sees fit. She has used this autonomy to open the lines of communication and create a unified office.
#3 The content of the organization is very task-oriented. Although they joke around in the office and maintain a fun work environment, the personal conversation is kept to a minimal. The majority of communication is related to programs and planning events, conversations about funding, and other mission-related topics. Horizontal communication primarily describes the communication in the EDGE office (different for contact with RMH). There isn’t a distinct hierarchy between supervisors and employees, but Amanda welcomes suggestions and ideas from all members of the office. The primary channel of EDGE is email, hands down. After this, phone conversations are used a lot, and then face-to-face. They have an initiative to use more face-to-face communication as it builds community.
1. Fayol: In the rec center where the camp I work at is run, a clear chain of hierarchy has been established. First there are the camp counselors, the camp coordinators, the camp director, and then the camp manager. Much like Fayol’s Line of Authority, during training we are told how high up in authority communication needs to run for certain issues. For example, if we have a scheduling issue where a counselor needs to leave work early, come in late, or take a day off, we would discuss that with our camp coordinator who would then talk to the camp director who gives us the final approval. In other cases, where we have to deal with a serious injury or violence between campers, that issue goes straight up the line of authority to the highest power holder, in this case the camp manager, and they will deal with the situation themselves. Like Fayol emphasizes, there is a unity of command and order in the way our camp is run and managed.
ReplyDeleteWeber: The camp job also shows a strong sense of rational authority that Weber stresses. Employees are chosen for the job not because of name recognition or connections, but because they are qualified for the job. When employees are hoping to advance to a higher position among the camp staff, they have to go through a formal interview. I have been a camp counselor at this camp for 3 years, and am applying to be a camp coordinator. I have been working at the camp multiple summers and the employers know my work performance, but I still have to formally apply for the position. Like Weber’s theory, all counselors also have to go through a week long training period taught both by the county we work for, and training at our specific camp site. There is a clear system of supervision between those with higher authority and those with lower authority as well as a clear concept of subordination and documentation.
Taylor: There are some times at camp where scientific management and obedience to facts and knowledge overrule authority. For example, within our camp there is sports camp and fun camp. Each camp runs on a different schedule so we don’t overcrowd the areas we use, such as the pool and the playground. For the counselors and higher management, we like having craft time earlier in the day so that we are not rushed to clean up after the children’s crafts when we are trying to take them outside for pickup. Years and years of camps though, as well as a thorough examination of the schedule show that there is one schedule that works best and is common knowledge. We have tried alternative schedules, but we have learned that the schedule we use each summer is the most efficient one to use.
2. Advantages: There is always a clear chain of authority within our camp. When counselors receive questions from parents we know who to direct them to for certain questions, and we are aware of what we can and cannot do within our specified position on the staff.
Disadvantages: Sometimes the chains of command and authority and the idea of subordination make the counselors nervous as to what they are allowed to do in their position. At times we take the dos and don’ts too seriously and are hesitant because we do not want to overstep our boundaries.
3. Content: The camp organization is primarily task-oriented. The counselors have time to interact, but most time at work is spent on being with the children we are watching and making sure we are implementing everything according to schedule and regulations.
Primary Channel: Our staff uses face-to-face conversations the most. Each week we hold staff meetings before or after the end of a work day. If we are not in the office phone conversations are used, and after that when communicating with a large group emails will be used.
Style of Communication: The style used is very relaxed. When dealing with serious matters employees will make sure to express their authority, but the most of the time everyone holds a very approachable style when talking with others, but still keeps things professional, especially when dealing with parents, and higher staff members.
1. Fayol's Classical Theory focuses on a chain of command with authority at the top of the hierarchy, where allegiance lies. This chain of command can be seen within the EDGE organization as it identifies itself as a coalition under the Rockingham Memorial Hospital. Staff reports to supervisors who report to Director of Community Health (who works in a different building by the main campus of the hospital) who reports to the Vice President of Business Development (former Director of Community Health) who then reports to the President of RMH/other VPs/the Board of Directors. Weber's Theory of Bureaucracy identifies a set of regulations in place to control activity. Regulations within the EDGE organization include hour requirements for workdays, policies for dress code and similar duties, as well as fixed salaries and intensive training and orientation for employees. Written documents and records are kept that include data survey from schools within the community and specific racial or ethnic demographic information about people who attend particular EDGE events. While Taylor's Theory of Scientific Management focuses heavily on individualized labor, this is not so much the case with EDGE. There is a lot of horizontal communication and sharing of responsibilities within the EDGE coalition/organization. Money does not seem to be the primary motivator. Julia Solow (one of our supervisors) works as an intern, whom I am assuming, is limited payment. Employees have a fixed salary and have opportunity for moving up in the organization but are discouraged from working overtime.
ReplyDelete2. It is advantageous that employees have the opportunity to move up in the organization based on growing expertise. Also, that work is kept at work. It seems that although they do not have specific tasks, each organization under RMH is specific to its own duties, and there is no job over-lapping. The employees do care about the organization, unlike classical management however. Similar to the disadvantages, they do have to rely and follow some rules and regulations that have been set by RMH like a dress code.
3. EDGE is very task-oriented and concentrates most of its time and efforts towards event and program planning, funding opportunities and limits, and training. Within the EDGE organization there is mainly horizontal communication between staff and supervisors. When imperative decisions are being made for the organization higher authority supervisors within RMH will aid in these decisions. Julia says that Community Health is very collaborative and that the hierarchy is very flattened within the organization. Email is the primary source of communication, but the organization is trying to direct more face-to-face contact to build relationships and connect with more people.
1. Regarding A Dream Come True Playground, Fayol’s Classical Theory is prevalent in the aspect of chain of command. Fayol’s chain of command principle states that communication follows the line of authority, relating to our group and the organization Barbara (the only woman we have had contact with in the organization) is our authority and we are the lowest in the chain of command because we are only volunteers.
ReplyDeleteWeber’s Theory of Bureaucracy is seen through my organization in the fact that Barbara gave my group set rules for our fundraiser. She stated that we’re not allowed to do anything that involves drugs or alcohol and we must also run our ideas by her first.
Taylor’s Theory of Scientific Management is seen in my organization but not as heavily as other the theories. My group as volunteers for the organization has a specific job, to raise money, and within our group we will each have a certain role in organizing our fundraiser. Barbara’s specific role in the organization is to help the volunteers.
2. Honestly there is really no advantage to the classical management approach in A Dream Come True Playground organization. We are having and difficult and frustrating time with our organization, because we only communicate through e-mail and to one person we have received very little feedback. Because our organization does relate to classical management and practices Fayol’s classical theory we can only wait for our superior to respond to us. Unfortunately it takes at least a week for a response e-mail but she wishes to communicate only through e-mail. It has put our group in a sever time crunch.
3. The only channel of communication with our organization we have had and will have (due to the wish of our supervisor of the organization) is e-mail. The direction of communication is definitely vertical from our supervisor Barbara to us the lower volunteers. Within our group we communicate horizontally and have communicated face to face and through e-mail.
1.Elements of these three theories are prevalent in almost all organizations. These three elements bring structure, efficiency, and design a clear path for organizations to follow. As part of the Bridgewater Retirement Community Volunteer Recognition Banquet group I have seen all these elements come alive.
ReplyDeleteIn Fayol’s classical theory hierarchy is strongly emphasized. He also saw a manager as the planner, organizer, commander, coordinated activities, and controlled peroformances. Elle Drapper definitely falls in the hierarchy of the manager of volunteers at the BRC. She plans and organizes the events that volunteers assist with. She is clearly the commander through her power to veto things and controls what goes on and what doesn’t. When we showed her our invitation idea she loved it but had the power to veto the spacing and made us redo it.
In Weber’s Theory of bureaucracy the importance of having steps for actions to take place in written form is extremely important. At the BRC you have to fill out a volunteer registration form as a step to becoming a volunteer. Weber also stated bureaucracy is a system of power where leaders control over others. Elle in a sense has a lot of control over us since we are doing this for class credit.
In Taylors Theory of Scientific Management he worked to develop worker task efficiency, eliminating any unnecessary movement. At the BRC where sometimes movement is limited Elle has given us time cards. These time cards serve as a purpose to record our hours we work on the banquet. These cards help with efficiency because they allow us to work from wherever and still record our hours. By not having to go to the BRC every time we work on the project not only saves gas money but a lot of time as well. We are immersed in a culture where time is as precious as money if not more.
2.At the BRC it is good to have structure for both the volunteers and the residents to know what to expect and how to follow protocol. Structure, rules, hierarchy, and efficiency are all advantages of predictability. Predictability is definitely favored in older generations especially those who reside in the community. The classical management also allows workers within the community to be most efficient with their time in order to care for the residents in the most effective way. For example, the system the BRC has for distributing the dependent resident’s medicine. Without structure and efficiency the pills could go to the wrong person and have detrimental costs.
ReplyDeleteLooking from a relational standpoint, the residents of the BRC are not part of a well oiled machine therefore its likely they don’t want to be treated like one. Each resident has a story, a past, a family that they don’t live with anymore. The BRC is their home now and it’s the job of the employees and volunteers to make them feel as comfortable as possible. When there are so many different individuals that reside at the BRC there isn’t always one best way to do anything. From a classical management perspective the resident’s needs are not met and they are controlled through manipulation.
3.As someone who admits to being addicted to gmail and gchat at the BRC I had to take a step back in terms of communication. Elle Drapper likes to talk and likes even more to talk face to face. At the BRC face-to-face communication is desired. Primary channels prefer direct communication. If email is used it’s a push and a shove ending up in a delayed message. The direction is not so much downward or upward but more equal. I noticed the communication climate at the BRC is very relational and central. Everyone means something and is important to the daily functions of the community.
When we met with Elle for the second time she was very receptive to our ideas. As we sat in her cluttered office with the door wide open she would stop people from the hallway and introduce us as “the group from JMU with all these great ideas for the volunteer banquet”. Our ideas were good but she made us sound great and extremely important to the BRC. Empowerment was definitely imbedded in the way Elle treated us and our ideas.
1. The E.D.G.E. organization is based more on the HR/HR management theories, but they are still strongly influenced by RMH which is very classically managed. Fayol’s concepts are most prominent in RMH’s organization of the various branches. There is a specific section for every event, and category of control within the organization. There is also hierarchy of a head of each department and those who work under all have their specific tasks. Fayol does stress a slight need for horizontal communication which is also displayed in the connection between RMH and E.D.G.E. The members of E.D.G.E. work with each other and rarely use communication with RMH on minimal issues. Vaber’s idea of bureaucracy is very prevalent within E.D.G.E. For every donation, official event, and internship specific paperwork, and approvals need to be made before any member of E.D.G.E. can proceed with a project. Also, there are clears policies, dress codes, and other regulations enforced in E.D.G.E. by RMH. The ideas of Taylor are seen through the need for downward movement of communication through the superiors of RMH to the lowest members of E.D.G.E. There are also specific tasks for each committee that need to be done by specific deadlines.
ReplyDelete2.Advantages:
-clear, specific, direct guidelines of rules and regulations, tasks, and hierarchy of each committee
- large classical structure of RMH allows E.D.G.E. to be more HR/HR with their management style.
Disadvantages:
-having to go through redtape with E.D.G.E. and RMH can make many processes take a lot longer
-very hard for E.D.G.E. to directly communicate with RMH higher officials because of red tape
-the disadvantages of Classical Management have caused E.D.G.E. as an organization to sway towards HR/HR
3. There is downward communication from the top of the hierarchy of RMH to the bottom of E.D.G.E. members. The feedback from E.D.G.E. to RMH is minimal and mostly only important concerns. Within E.D.G.E., there is mostly horizontal communication and it is from all members of the organization. However, there is a downward flow of orders from the main leaders of E.D.G.E. to instill the continuance of information from RMH and to give orders of what needs to be done by when. E.D.G.E. has more of a HR/HR style of communication while RMH is very Classical in its communication styles.
1) Most recently I have been involved with the Bridgewater Retirement Community through my service-learning project in class. This organization demonstrates several aspects that make up Fayol’s Classical Theory, Weber’s Theory of Bureaucracy, and Taylor’s Theory of Scientific Management, and I will elaborate on a few of the most pronounced elements observed.
ReplyDelete-Fayol: Unity of direction is an established function of the BRC as an organization. For instance, Ellie Draper is in charge of volunteer coordination and management and is the only one with authority overseeing the volunteer projects. Unity of command is present and my group was witness to an instance in which Ellie was unsure about a decision so she called her boss into the office and consulted with him because of his higher authority. Ellie as a manager also exhibits great Esprit de corps in that she is extremely loyal to BRC and takes pride and interest in not only its basic needs, but the survival, functioning, and thriving of the organization, going above and beyond to provide a fun, enriching, and successful environment. The volunteer recognition reception is itself an example of her dedication.
-Weber: The BRC implements Weber’s Theory with great emphasis on the specified sphere of competence. The community is such a large and intricate system that it is necessary to go beyond just rules. Each member has a specific role and responsibilities essential to the organization’s ability to function, as well as the ability to carry out these obligations. For example, the front desk receptionist has duties separate from the volunteer coordinator, who is separate from the kitchen, but all are essential and expected to be performed.
-Taylor: In our very first meeting with at the BRC we were exposed to the first element of Taylor’s theory: the design of every aspect of every task. She had us fill out a standardized volunteer form as well as give us a time sheet to efficiently record the time we spent on the project. She also had a checklist of objectives and dates by which to complete them in order to maximize efficiency, evaluate our progression, and regulate completion of the program planning.
2) The advantages of classical management are evident at the BRC because of the size and complexity of the organization. In addition to the in-house residents, there are constantly programs and events being held across the many buildings that make up the community. It is necessary to use classical management so that all departments are trained, regulated, and equally responsible for their own part, ensuring consistent and predictable employee behavior which produces an efficient, functioning whole. The existence of upward power and communication eliminates mistakes and increases stability. One disadvantage might be that hierarchical communication causes snags when the immediate superior is absent. An example would be the previously stated doubt on Ellie’s part and her inquiry to her boss. Initially, he was not in his office and could not produce and answer for our group to make our decision. Thus, the task was put on hold until he was located. This could potentially slow down processes unless a better communication system such appropriate for the atmosphere could be established.
3) The content of communication at the BRC is concerned with providing the best experience to all who come into contact with the community and members of it. It is a positive environment which promotes flow and positivity in regards to the residents, employees, and volunteers alike.
ReplyDeleteThe direction of communication is very horizontal. Every member exudes a feeling of belonging and welcome to each person who walks in the door as if they were residents. Other than the upward inquiries in times of authoritative doubt, it is very relaxed.
The primary channel of communication in regards to Ellie and, in turn, the volunteer coordination is verbal. I did not get the feeling of advanced technology as the overall mode of communication because even the gift store clerk used only a calculator for transactions, not even a card reader was present. Although this mode of communication is more traditional and promotes more bonding, it makes for a slow process when trying to communicate with the organization from JMU. People at BRC are constantly in and out of their offices so the telephone is not even completely reliable.
Finally, the style of communication is very informal. Everyone feels a connection similar to that of a family and treats everyone with enthusiasm. Ellie takes great pride in the JMU students who volunteer and was extremely receptive to our suggestions, talking them up and even getting other employees excited about the rough ideas for the reception. Communication is friendly and positive in every situation, whether it be one of Ellie’s stories or business.
My group is working with the BRC on the Easter Egg Hunt. We were able to visit the facility for a meeting with Ellie Draper and observed some very interesting things about the organization!
ReplyDelete1. What elements of Fayol's Classical Theory,
Weber's Theory of Bureaucracy, and Taylor's Theory of Scientific Management have manifested themselves in organizations you have worked in or are working in now? Provide specific examples and illustrations to support your observations.
Fayol’s Classical Theory: One principle Fayol’s theory addresses is the idea of division of work and that each worker should have a set of tasks to accomplish. At the BRC, it is evident that Ellie is the Volunteer Coordinator, meaning that she deals with all tasks related to volunteers. Another woman we met was in charge of the dining rooms and worked to coordinate all of the meals. During our tour, we also passed various nurses and support staff who also had specific tasks. Even the receptionist that greeted us as we walked in had a set of responsibilities so that the work was divided among everyone. Another principle that was evident at the BRC was the “esprit de corps” or “union is strength”. According to this idea, there are loyal members who work to keep the organization together. As we were walking around with Ellie, it was very clear that she is wholeheartedly dedication to the well-being of the organization. She was so proud of the facilities, events, rankings, friendly staff, and improvements and simply raved the entire time.
Weber’s Theory of Bureaucracy: In this theory, Weber discusses types of legitimate authority, one of which is charismatic authority. In our initial meeting with Ellie, she was telling us about the other employees who oversee the various wings of the facility and spoke very highly of them, using terms like “she’s enthusiastic” or “he’s great”. Also mentioned was the CEO of the organization, who Ellie described as young, but efficient and good for the organization. Being a young CEO, many times charisma is what charms people and gives them faith in what you’re doing. There is certainly a hierarchy at the BRC, as Ellie mentioned frequently that she would need to check with her boss or the person in charge of that facility, to be sure our decisions were okay with them.
Taylor’s Scientific Management: One focus of Taylor’s theory is on performing a task in the most efficient way. To serve the population at the BRC, tasks must be done efficiently. As we were taking a tour, Ellie was discussing with us the way that the dining facilities are operated. She mentioned that when residents come in for breakfast, there is already a card at their seat asking them to choose their lunch for that day. The same thing happens at lunch for residents to choose their dinner, from a list of options. This takes out the time required to ask residents want they want upon arrival and eliminates potential waste from making too many meals ahead of time.
2. How have the advantages and disadvantages of the classical management approach played out within this organization?
One advantage of classical management is the minimization of misunderstandings. At the BRC, employees know who they must check with before making certain decisions, which eliminates others being told different things by several different people. In addition, many things are written out. There are signs posted in various places, the meals are written on individual cards for each resident, and Ellie was even prepared with a schedule for our group when we arrived for the first meeting. This efficiency left us feeling more knowledgeable and less uncertain about planning the Easter Egg Hunt, since many of the things we need are written out for us! We were also given “time cards” to keep with us and fill out each time we are doing volunteer work. This is an efficient system that puts the responsibility on the worker to accurately record their hours and keep up with their card.
A disadvantage of classical management is the lack of attention it pays to the relational aspects of an organization. As we were walking down the hallways, we were able to see into rooms of residents who left their doors open. The inside of the rooms were decorated and looked very homey, however some of the hallways were quite sparse and could have used some more decoration. The décor was especially lacking in the area where the nurse’s offices are. Although medical areas are often stark white, these walls did not provide the homelike feel that the BRC is striving for. While the focus is obviously on the residents’ needs, it may be important to ensure that the employees’ needs and desires are being met as well! The BRC must be careful that they are not focusing so much on their residents that they are overlooking their employees.
ReplyDelete3. How would you describe the content, direction, primary channel(s), and style of communication that is used within this organization?
The content of the BRC communication is quite varied. It seems as if there are always several things going on at once, which keeps things interesting! During our visit, the upstairs residents were enjoying a Mardi Gras celebration dinner and we were able to stop and speak with one of the employees about the event. Ellie also explained to the employee what we were doing there and there seemed to be a mutual understanding, which means the flow of communication is good and everyone is kept up-to-date! The direction of the communication is varied as well. We are able to communicate relatively easily with Ellie, even though we are lower on the hierarchy than she is. In observing staff interaction with residents, it seemed as if there is an informal, yet respectful style of communication. The staff gets to know the residents fairly well, so they are able to be more informal with one another. It also seems as if the residents know a fair amount of information about the staff members, so the communication is not one-directional. The primary channel of communication our group has employed so far has been email, which has been pretty successful! We have met with Ellie face-to-face and have set-up two additional meetings; just to be sure we are all on the same page. It seems that the staff members are also fairly comfortable with one another, so there is no need to address someone formally to engage in conversation.
1. The organization that my group has been working with is the "Dream Come True" project to raise money for the handicapped swing. This organization is mostly made up of volunteers who are taking extra time to see that this project is completed- the website gave information that indicated it is a community service project.
ReplyDeleteTaylor's specifications of the delegation of work is seen in their organization having Barbara being out contact person for the whole volunteer project. Having only one person be our contact is showing that the organization is organized so there is no confusion to who will be dealing with our project team. Weber's Bureaucracy is seen in this organization because we are definitely at the lower end of the hierarchy because we are the "workers" with the least experience in this project. We are waiting for their instruction and it is at the organization's disposal to decide what we should be accomplishing and how we should go about it, following their regulations.
While there is an upward sense of communication, we are able to use some horizontal communication with Barbara. This is like Fayol's Bridge, discussed in class, because she told us to feel free to ask questions and ask for feedback whenever we want. It is still with Classical management because we are still waiting for her response. I suppose that's the way that it will work since she's the one who will need to approve our ideas and get the ball rolling on our project.
2.The advantage of the classical management approach in this organization would be that the main volunteers are the ones who are in charge of the development of the playground. If they do not have the time to respond to the volunteers for whatever reason, they have the right to wait as long as they want to respond about what is being asked. Using the delegation system is an advantage for this organization so there is not confusion about who's doing what and what volunteers are working with whom.
The disadvantages of this organization would definitely be the hierarchy of the project. Obviously, we are the students and are assigned to work on this project with them, while this is more than just an assignment to Barbara and all the volunteers at Dream Come True. It's kind of putting us at a disadvantage not having answers and feedback from Barbara in a timely manner and would be easier if we could simply go to the organization to get what we need.
3. This is a virtual organization- mainly there is no concrete office building or actual organizational structure. It is made up of volunteers and different donations/fundraising keep this project going. The direction of this organization is to complete the playground for the children of Harrisonburg to enjoy. The whole organization has the same goal, which is to have this playground completed very soon (around May 2010).
The primary channel of this organization is the internet. Barbara, our contact person, has specified that e-mail is the easiest way to get in touch with her and would rather not meet in person which is, I feel, the entire organization's wish so they can go about their everyday lives as well. From what we have seen from Barbara, the style of communication is casual- she has not been demanding of us and is open to any and all of our ideas. She just wants the project to be successful and beneficial to us as well so she is keeping things with us very relaxed. I get the feeling from her and from looking at the website that the whole "organization" has the same feelings.
The Gus Bus is a very liberal organization where the management is really held within the workers and the volunteers. There is a schedule of days that the Gus Bus travels to different neighborhoods and people just come on the days they want to help out. The IHHS building is where Pat Kennedy’s office is, so it is removed from campus. There is a lot of collaboration and brainstorming that goes on, so there are a lot of human resources/ human relations theories at work. Even though Pat Kennedy is the main coordinator, she has other people that work with her to help the Gus Bus stay on the road. There isn’t a lot of classical management that takes place because it is a volunteer based program and the only top down communication is the call for fundraising because Gus doesn’t have gas to get to the children of Harrisonburg.
ReplyDeleteSome of the human resources/human relations ideals in the IHHS building are valuing the individual and their needs/ideas. Each person is able to freely express to the management their ideas and concerns. Another aspect of human relations is that the higher order needs of individuals are met because through this program people can feel good about their volunteer work because they are helping others. This self-actualization is very important because this means that the managers are providing them with outlets for their creativity and means to feel good about themselves and the work that they do.
When we met with Pat the first time, she didn’t give us rules and regulations of the program or a strict structure for how she wants things done. Her objective is to let us be creative and actively participate in the brainstorming where as in classical management it wouldn’t matter what we ideas we had, we would just be following her directions. She is allowing us to play with the means to reach the end goal of raising money for the bus while engaging the students of JMU.
The communication pattern between the people in charge of the bus is very open. There is definite horizontal communication, as well as communication up the ladder from the volunteers. The offices of Pat and her assistant connect by a door and it remains open, so they can talk between themselves. This door is symbolic because it shows that there isn’t a hierarchy, simply just two people working together to meet an end goal that will brighten the future of the community’s children. Since we have only met with Pat on two occasions, it is hard to tell if there is much social banter that goes on within the IHHS workers, but the flow of conversation while we were there was casual and easy-going, so I would assume that it isn’t just work that goes on there.
The disadvantage of not having a lot of classical management going on within the organization is the fact that there could be “one best way” to fund raise and it could be a lot more efficient, therefore getting the bus back on the road much more quickly. Instead, free flowing ideas are welcomed and these ideas aren’t always backed up by action. Pat’s attitude is a little authoritative so, it surprises me that there isn’t a more structured procedure for raising money.
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ReplyDelete1. Fayol: At the BRC, a clear chain of hierarchy has been established. We as volunteers know that Ellie is the head woman in charge that we consult with throughout the whole project. Much like Fayol’s Line of Authority, we are told how high up in authority communication needs to run for certain issues. For example, we know that if potential donors have questions we do not feel comfortable answering, we know to direct them to Ellie so she can answer them accordingly. Like Faylo emphasizes, there is aunity of command and order in the way the BRC and the Easter Egg Hunt is run and managed. We know the clear schedule of events and what needs to be done in order for it to be executed the way Ellie and the BRC wants it to be.
Weber: The BRC also shows a strong sense of rational authority that Weber stresses. As volunteers we are chosen to do this project by our professor based on how qualified we are to do this specific service learning project over another after presenting our case to our professor. Our professor then examined our applications and chose the students he felt were most qualified to execute the Easter Egg Hunt the way Ellie wants. There is a clear system of supervision between those with higher authority (Ellie) and those with lower authority (us as volunteers) as well as a clear concept of subordination and documentation of all our work done.
Taylor: There are some times at the BRC working on the egg hunt where scientific management and obedience to facts and knowledge overrule authority. As volunteers we may have certain ideas we want to do, but Ellie knows that after doing this Egg Hunt for years that certain schedules, foods, and setups work the best. In these cases, our ideas as students are overruled by experience.
2. Advantages: There is a clear chain of authority working with Ellie at the BRC. When we are working on a project or receive questions from potential donors about the Easter Egg Hunt, we know exactly who to ask (Ellie) to respond in the correct way.
Disadvantages: Sometimes since the Easter Egg Hunt has been done so much we as volunteers are limited in the amount of freedom and creativity we have. Since Ellie knows the best way to run the egg hunt, much of the project has been figured out for us already. As a volunteers I worry about suggesting ideas to a certain extent in case I am overstepping my boundaries as a volunteer.
3. Content: The BRC egg hunt is primarily task-oriented. As volunteers we have a chance to interact informally, but when we meet with Ellie the conversation is centered around the task at hand; the Easter Egg hunt.
Primary Channel: We use face-to-face conversations the most with Ellie. We have met with Ellie a few times at the BRC, and that is when most of the planning takes place. We also use email as a secondary channel for quick conversations or questions. Style of Communication: The style used is very relaxed. When talking with Ellie she is very relaxed and welcoming, and you can tell she respects and our ideas for the hunt. It is clear that she is the head authority on the project, but she enjoys collaborating with us.
Currently I am the business manager for my a cappella group, The Madison Project. The organization has been around for the past 14 years and sings many concerts both on and off campus for various charities.
ReplyDelete1. Fayol's Theory- In our group there is one leader, our president. He presides over all meetings and is the face of the group. All decisions much go through him. There is also a Hierarchy of executive offices that are below the president. Business manager included.
Weber's Theory- Once again we have a chain of command for the entire group. We also have rule in the way of an extensive constitution. It outlines everything that we can or cannot do. If there is a gray area, we go to the president for his final say.
Taylor's Theory- On big thing that is related to Taylor's Theory is our training and selection process. We hold auditions at the beginning of each semester and take only the best people. Once we have them, we train them in practice to make them better.
2. I would say that there are definite disadvantages to having the classical management style in our group. Alot of the time, our president takes too much power. There are many times when the president will make executive decisions that we as a group do not agree with. As for advantages, our group has many differing attitudes and making those executive decisions really speeds along meetings that are dragging. Also, there are many other offices that people have a chance to be in and put their input into.
3. The content is of a music variety. The direction is high to low, never low to high. The primary channels of communication is verbal communication in the way of practices and meetings and written communication in the way of emails for times that we do not meet. Finally the style is a parlamentarian style of communication. There must be order.
1. What elements of Fayol's Classical Theory, Weber's Theory of Bureaucracy, and Taylor's Theory of Scientific Management have manifested themselves in organizations you have worked in or are working in now? Provide specific examples and illustrations to support your observations.
ReplyDeleteI currently am a waitress at L’Italia Pizza and Pasta on Port Republic Road. All three theories are implemented in the daily operations of the restaurant. Here are some examples of each:
Fayol’s Classical Theory: One of the main aspects of a restaurant is how work is divided. From the managers, to the cooks, waitress, bus boys, and dishwashers, every employee has a set of tasks they are responsible for depending on their job assignment. Order is another important aspect that can been seen at L’Italia. There is essentially a “place” for everyone. The waitresses’ main area is the front of the restaurant where we serve customers. The cook and dishwashers’ place is at the back of the restaurant in the kitchen. Bus boys have duties both in the front and back. With each employee in their place, this allows for the restaurant to run effectively and efficiently. A restaurant’s staff should be seen as a team. If we all work together, we will be able to serve customers better. According to Fayol’s theory, “union is strength.” If we can all depend on one another to do our job/task to the best of our ability, that will hopefully lead to the success of the restaurant in return leading to more tips and raises. Another important aspect is training (stability of tenure personnel). I have currently been working at L’Italia as a waitress for over a year and have seen a few waitresses come and go because they were not able to become successful in completing their role. These waitresses had to eventually be replaced after being given time to become familiar with the job. Obviously, there is a chain of command which starts with my manager and owners. It is their job to plan, organize, command, coordinate, and control how the restaurant is run. Every weekend on Friday and Saturday nights, my manager Kathrine sits us down for a meeting where we go over the specials for the nights along with any questions or concerns that have been brought up recently. This is a way for her to give us the direction she wishes for us to take that night.
Weber’s Theory of Bureaucracy: The authority in L’Italia is considered Rational. The managers of the restaurant become so because they both worked up through the ladder. Vito came from Italy to work for his cousin, the original owner. He started as a dish washer, moved onto cooking, and then became an assistant manager. Katharine started as a waitress and then after graduating from JMU, stayed to manage the other L’Italia location on East Market Street. After three years, Vito’s cousin decided to sell the Port Republic location to Vito and Katharine.
Taylor’s Theory of Scientific Management: If restaurants were completely run according to Taylor’s theory, I can’t imagine they would have many customers. According to his theory, there is only one best way to accomplish a task. Unfortunately, customers in restaurants do not think this way. Every day that I work, there is always someone that wants to add or take away from a dish, or asks for something to be prepared differently according to their likes and dislikes. This affects the cooks more than the waitresses because they have to adjust how they prepare a dish according to the customer’s wants. One aspect of Taylor’s theory that is used at L’Italia is the use of the computer to clock-in and out.
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ReplyDelete2. How have the advantages and disadvantages of the classical management approach played out within this organization?
There are many advantages of using the classical management approach at L’Italia. Roles and given and assigned to each employee therefore they know what they are responsible for. This leads to the restaurant running efficiently and effectively. Main decisions are made at the top of the hierarchy by management and delegated to the waitress, bus boys, cooks, and dishwashers. The main disadvantage of this theory in relation to restaurants is that there is supposed to be a unity of command and direction. There are two main managers at L’Italia and sometimes they give two different directions according to the situation, or tell two different people to complete the same task.
3. How would you describe the content, direction, primary channel(s), and style of communication that is used within this organization?
Content: The content of most of the communication is about the customers and what they need, what changes have been made throughout the week, such as what specials we are serving or if we are out of anything, and what we as employees can do to help each other.
Direction: The direction of the communication depends on what you need to communicate. If you need to have something adjusted on a check or a customer is dissatisfied, you would communicate with one of the managers. If a customers want a dish prepared a certain way, you would communicate with the cooks. If you need a table cleaned or dishes cleared you would communicate with a busser. Communication in a restaurant can pretty much go in any direction.
Primary Channels: The primary channel of communication is face-to-face verbal communication. We have started to use Facebook and text messaging for ways to ask other waitresses to cover shifts.
Style: All of the employees have a high level of respect for one another. For the most part, our style of communication is pretty informal because we think of ourselves as a team and are very comfortable communication with each other. However, there are times when speaking with management that you would use more of a formal approach.
1. Fayol's Theory- I currently work as an Assistant Varsity Soccer Coach at Spotswood High School in Rockingham County. There is a clear chain of command in this situation, as there is in most school settings. JMU has a clear chain of command as well whether it involves the positions of professors or the various upper level positions that work the administrative areas at JMU. At Spotswood I first have to answer to the head coach of the soccer team, then to the athletic director, and so on. The system works because there are certain issues that go to different levels of the hierarchy which has made my job much easier. I know that I have the support of those above me and that they will back me up if I have an issue with a parent or player, etc.
ReplyDelete2. Weber's Theory- As an employee of a public school system, there was obviously various training and documentation that had to be completed in order for me to work with minors. Although it was sometimes an annoying task, I understand now that it is important because when dealing with children and adolescents, public school authorities want to know that they can trust those that mentor in their schools. I have to abide by everything that those at the top of our bureaucracy ask of me. If I fail to abide by the stipulations laid out in my contracts and ignore my training, then I will be punished by those higher in the chain of command and possibly lose my job.
3. Taylor's Theory- The head coach and I have mapped out a specific "one best way" that we want to use in order to produce the best results with the players that we have. We have had numerous discussions about the potential of our players and we knew that as coaches we had to create a system that would maximize the potential of the players we have. In practice, we have planned out a system that limits time spent on aspects of soccer that we feel our team will not benefit from. Instead, we have set up a system that we believe will be the best for our team to achieve the most success
4. Advantages and Disadvantages of Classical Management- As a coach of high schoolers, obviously parents are directly involved with the student-athletes. Last year I was the head JV coach and was alone when it came to dealing with issues that parents had with my coaching style and tactics. An advantage that I had was that I had people above me in our chain of command that supported my decisions and were willing to talk to parents and athletes when I did not feel comfortable doing so. The athletic director at Spotswood is very particular about who she appoints so coaching positions and therefore has a lot of support for her coaches' decisions. She has always reassured me that any issue that I have that I'm unsure or uncomfortable with, she would be happy to help me work out. The only major disadvantage to classical management in this setting is my general disconnection with those outside the sport of soccer. Although I have a good relationship with my fellow coaches and the athletic director, I have no real connection with other coaches in the athletic department and those in the higher chain of command than the athletic director. I would like to have a better relationship with these people so that I can become someone treated with respect and recognition on Spotswood's campus. Also, there are definite limitations on the amount of things I can do with my players. There are very strict rules for preseason and training sessions that I have no say in. Because I am at the bottom of our chain of command, I have to abide by these restrictions and do the best I can with the time that I get with my athletes
5. Content- the content of communication within the organization at Spotswood engages multiple topics. I receive correspondence daily from the athletic director which usually includes information about the scheduling of athletic events (times, reschedules, cancellations, etc.). However, she often also encourages coaches to get involved with Spotswood programs and fundraisers. The content of the soccer staff's communication typically involves coaching choices and also any changes in scheduling pertaining to practices and games.
ReplyDelete6. Direction- Communication is fairly open between coaches and high school staff members. I am able to voice my concerns and generally I get positive feedback from those above me. However, when an administrative issue comes up, those in charge have the authority to direct coaches to complete tasks that we have no say in.
7. Primary Channels- The primary channel of communication in my organization is email. There is a master list that the athletic director uses to contact everyone in the athletic department which is generally effective. The other channel that is used supplementary is direct verbal communication. The athletic director as well as the head coach of the soccer team often call meetings to discuss important issues that cannot be properly addressed via email.
8. Style of Communication- The style of communication is casual when it comes to interaction between those on the soccer coaching staff. We respect each other's opinion and generally we treat each other as equals instead of the hierarchy of Head Varsity Coach, Assistant Varsity Coach, and Head JV Coach. However when it comes to administrative issues, the communication is often authoritarian. There are certain things that are not negotiable that were explained to me in my training and are a part of my contract that I must abide by even if I disagree with the content.
1. The current organization I am working with if Bridgewater Retirement Community and planning and putting on the Easter Egg Hunt event there. The elements of Fayol’s Classical Theory we have employed in the organization we are working in now include division of labor since we have all taken on different task to achieve our goal. Kristin (W), Danny, Lisl and I have designated to get refreshment donations. Janelle and Kristin (A) have been designated to decorations. We all worked together on the invitations for the elementary school children. Danny is getting book donations to read to the elementary students. Kristin (W) and I will contact local newspapers and the Breeze to let them know about the event. This division of labor is tied into Weber’s Theory of Bureaucracy under the specification of jobs notion. Also under Weber’s Theory we were given forms we had to sign as volunteers, time cards, as well has an itinerary for the day of the event and all the tasks we are responsible for completing. These written documents are all important to Weber’s Theory of Bureaucracy. Ellie would our supervisor who makes sure all the preparations for the event are accomplished before the event on March 25th. We are meeting with her today to give her an update. Taylor one best way to do things can be seen in our organization. Everything was pretty mapped out for us before we met with Ellie. This approach can certainly be helpful but it also limits our creativity. The Easter Egg Hunt has seemed to be very successful in the past so we were given letters that were already written in order to get donations; we were given the names of places that have donated to for the event before, and we were told BRC already had some children’s books on hand in case didn’t have any. Knowing exactly what is expected of you isn’t exactly a bad thing but you can see how I may limit inventiveness. I think people today rely too much on people mapping out for them exactly what they need to do in order to be successful or accomplish a task or even get a good grade.
ReplyDelete2. I believe the ways in which this organization exhibits a classical style of management has advantages as well as disadvantages. The advantages are that since the Easter Egg Hunt has been done for many years people have figured out the best way to do things in order to get it all accomplished. We know exactly what is expected of us in the weeks leading up to the event as well as what is expected of us the day of the event. Everything was already mapped out for us by Eli and so I expect things to go quite smoothly. The disadvantages of the classical management approach within this organization are that I feel there is litter room to be creative, and although we may be sufficient and successful in carrying out the task designated to us it is as though they did not put enough confidence in us to create and put on the event in a new and different way. I understand that some volunteers would like to have much of the planning done for them so they might not have to do as much work but I believe our group was up to the task and all of our skills and resources probably aren’t being utilized.
3. The primary channel we have used with this organization is email. Ellie told us it was best to contact her by email but if it is important or urgent not to hesitate to call her. She is very good about responding promptly and she is always helpful and works with us to find times to meet that work for her and us. Ellie is very busy all the time and I am very impressed with her responsiveness and helpfulness. The emails we have sent have included trying to work out times to meet with her as well as questions we have about the event. She responds to us quickly and is always delightful. She is a wonderful person as well as a wonderful person to work with.
I am in the BRC group that is working on the Easter Egg Hunt with Ellie Draper.
ReplyDelete1. What elements of Fayol’s Classical Theory, Weber’s Theory of Bureaucracy, and Taylor’s Theory of Scientific Management have manifested themselves in organizations you have worked in or are working in now? Provide specific examples and illustrations to support your observations.
Fayol: Fayol’s theory states the importance of everyone working for the well- being of the organization. It is visible in the BRC community that everyone cares about each other and everyone is very dedicated to the organization. In addition, Fayol’s theory states that each worker should have a specific set of tasks that they should accomplish. This division of work is visible at the BRC, in the sense that everyone has a different job with different tasks. Ellie is the Volunteer Coordinator and she is responsible for dealing with anything involving volunteers. There are nurses, kitchen staff, janitors, secretary/ receptionist, and other staff members who each have their own specific responsibilities and tasks.
Weber: Weber expresses the importance of rational authority. This was applied to us when we were chosen, by Dr. Ball, which organization we should volunteer at. Dr. Ball choose us for each particular organization because of our qualifications and previous experiences. Weber also expresses how there is a system of supervision. This is shown by Ellie has the higher authority and we (the volunteers) have lower authority. In the BRC itself, legitimate authority is shown by the CEO of the organization having more authority and that everything must be run by the CEO.
Taylor: Taylor talks about the one best way and obedience to authority. As volunteers we came to Ellie with ideas and suggestions for the Easter Egg Hunt, but since she has been in charge of this event for the past several years she knows what will work best. She already had the schedule for us to follow and the list of things we needed to get donations for. Since Ellie has more authority based on experience, it is best that we follow her guidelines.
2. How have the advantages and disadvantages of the classical management approach played out within this organization?
Advantages: Since everything is written out on what we are required to do as volunteers, there is little opportunity for miscommunication between Ellie and our group. It is important; because we know what we are responsible for doing and we know that if we do all of the tasks then the Easter Egg Hunt will be successful for the children and the BRC community.
Disadvantages: Since the Easter Egg Hunt has been held and done a certain way for the past several years, everything is already planned. We, as volunteers, have little say in what takes place on the day of the Easter Egg Hunt. I know that out group could have come up with some great suggestions, but since Ellie has a higher authority we must listen to her.
3. How would you describe the content, direction, primary channel(s), and style of communication that is used within the organization?
Content: When we have meetings with Ellie they are to the point and only focused on the Easter Egg Hunt, there is not a lot of small talk.
Direction: The direction of all the conversations with Ellie are based on what needs to get done, what has been done, and if there is something else we need to do for the Easter Egg Hunt.
Primary Channel: We communicate with Ellie primarily through email but only for quick information or planning times to meet. Face- to- Face conversations are where the majority of decisions are made and planning is done.
Style of communication: The style of communication is informal but productive. Even though Ellie has higher authority, during the meetings she communicates with our group as if we are all part of a team. Although she does have the final say in what takes place at the Easter Egg Hunt, she still likes to work together with some of our ideas and thoughts.
1. When I was in high school, I was on the executive board for the planning of my town’s Relay for Life. As you probably know, the organization is meant to raise both money and awareness about cancer, and it was execs job to plan the entire event. The classical theories played a role in the way the organization was run.
ReplyDeleteFayol’s Classical Theory did apply to the organization because the executive board consisted of people working at different tasks, which was a division of all of the work that needed to be done. Also there was unity of command, because all of the orders came from our American Cancer Society Liaison, Haley, who delegated the work to the students. In that sense, Haley was the “one manager” that gave us the direction.
Weber’s Theory of Bureaucracy applies to my time on the Relay executive board, especially the tenet of specified sphere of competence. Haley would tell us the tasks that we needed to accomplish, and it was our responsibility to do so. She was not always on our backs to tell us to contact vendors or to send out emails, it was our responsibility and we were expected to carry out of roles. Also, at all of our meetings, someone took the minutes, which follows the tenet that everything should be written down. That way, if a task did not get done or if there was confusing on a topic, there was always a record that could be referred to.
Taylor’s Theory does not apply as closely as the other theories, but the equal division of work and responsibility definitely applied. As I said earlier, each person was giving a different task (for example, I was in charge of contacting food vendors to donate food the night of the event) and it was my responsibility to ensure that the food was donated and arrived on-time at the event.
2. There were definitely some advantaged of classical management within the Relay for Life organization. The clear division of responsibilities allowed the tasks to be completed more efficiently. Everybody knew their job and was able to complete it on time. The disadvantage was the hierarchy between the liaison and the students. We were all working together on the task at hand, which was to plan a smoothly-run Relay for Life, and for this particular example, if Haley had made herself more of an equal than a authority figure, people may have been more likely to contact her with questions or feedback, instead of being intimidated by her (which many of the students were, since she was considered our “boss” for this event planning).
3.Within the organization of the Relay for Life, the content, channel, direction, and style of communication were always to focus on the task, which was to plan a Relay for Life. Since there was so much work that went into this event, the communication at the meetings always needed to be on the serious side. Since we were students, and it was a student run organization, of course there was some humor and joking around, but when it came down to it, everybody knew they needed to focus in order to meet deadlines and contact as many people in the community as possible. In that way it was a very task-oriented organization. Much of our channel of communication was through face-to-face communication. We felt that since this event was being run in our own town, that meeting with vendors face-to-face would be the best way to get their attention and participation. As far as channels of communication within the organization, there were weekly meetings where we would all meet face-to-face, and email was utilized all of the days in between the meetings.
I’m in the “A Dream Come True” Playground Group
ReplyDelete1. What elements of Fayol's Classical Theory, Weber's Theory of Bureaucracy, and Taylor's Theory of Scientific Management have manifested themselves in organizations you have worked in or are working in now? Provide specific examples and illustrations to support your observations.
Fayol- Top-down communication is utilized from Barbara to us. This structure is beneficial when things are straight forward, but when problems arise you may need some other method for change/communication. As of now, if we don’t (receive e-mail correspondence) hear from Barbara, there is not another person to contact.
Weber- We have rules given to us by Barbara controlling what we do with our time and efforts. All ideas must be approved by her first. Essentially we are not permitted to make decisions.
Taylor- In this virtual community formed by the volunteers and collaborators for the playground, there cannot be only one best way. What seems to be working is to utilize whatever way you need to in order to get things accomplished. By having donations from different organizations, you must accept the help you can get. Motivation in this organization stems from their passion to help the disabled and not from money.
2. How have the advantages and disadvantages of the classical management approach played out within this organization?
Disadvantages- Since everything is top-down communication, from Barbara to us, it makes it difficult to communicate effectively. We patiently wait for responses from her. Given the benefits of using the internet as a source of communication (eliminating time and space factors in a way), Barbara’s methods could be improved.
3. How would you describe the content, direction, primary channel(s), and style of communication that is used within this organization? Content- Very vague guidance as to how to accomplish things. The guidance we do receive is about procedures not really regarding the ideas presented.
Direction- The direction is top-down, from Barbara to our group. I’m currently trying to expand our communication to other members of the organization in hopes that I’ll find someone who has more availability to address the issues we have.
Primary Channels- Primary channel is via the internet, using e-mail. This channel allows no other way to gain information and has its downfalls when one party doesn’t respond in adequate amounts of time. A primary channel should be primary because it is the most convenient and reliable source, which is not the case thus far.
For the past year I have been working here locally at Texas Roadhouse. I started out during the summer as a hostess and worked my way up to a server. It is clear to see how the elements of all three theories have manifested themselves in this specific organization.
ReplyDelete1.
Fayol’s Classical Theory- Fayol’s Classical Theory emphasizes the unity of command. Fayol believes that there needs to be order in an organization and that it should be structured as a hierarchy with one person on top. In my job it is clear to see this hierarchy; the owner of the restaurant is on top, followed by various manager positions, then the back of the house staff (cooks) and the front of the house staff (servers) and at the bottom are the bus boys and hostesses. While communication amongst all levels is encouraged in order for things to run smoothly there is still a chain of command with orders beginning at the top and flowing down the levels.
Weber’s Theory of Bureaucracy- Elements of Weber’s Theory of Bureaucracy are apparent at Texas Roadhouse. Weber believed in the extensive use of written documents. At roadhouse to apply you must fill out an application and once you are hired there are several other documents that must be completed. After the necessary documents are filled out you must go through a training process. In the training you learn the job requirements and skills that you can utilize while working. After the training you must complete and pass several tests, which is another form of written documents. Also Weber believed that there should be specifications of jobs with detailed rights, obligations, and responsibilities. Each position at Roadhouse has very specific job descriptions and we are held to high standards to perform to these specifications.
Taylor’s Theory of Scientific Management- I believe that this theory is the most evident in the restaurant. Taylor believed that there was one best way to accomplish a task and that workers should be hired and trained accordingly. At Roadhouse there is one best way to do everything. For example the servers have a list of 10 things that must be said to every table to ensure that their needs are being met. If we do not follow these rules then we are at risk of losing our jobs. There is an obvious division of labor between the managers and the workers and it is expected that the workers respect and obey the managers.
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ReplyDelete2. The classical management approach has been advantageous in this particular organization because it instills order and sets expectations for the workers. There is a clear way to handle situations and everyone is aware of them. This helps keep everything in the organization running smoothly. The in-depth training that each employee must go through is what makes the organization unique and keeps customers coming back. Also the chain of command is an advantage because if something does go wrong then everyone knows how to respond.
Disadvantages of the classical management approach are that could intimidate workers. There are very strict guidelines and expectations and if you don’t follow them then you could loose your job. This puts pressure onto the employees. Also with such a divide between managers and workers problems can arise.
3. Content- Effective communication is very important in this organization. If everything is to run smooth it is critical that everyone is on the same page and that we stay in constant communication with one another.
Direction- The direction of communication is downward. The managers hold the power and instruct the other employees on how to behave and interact. However, when necessary it is encourage that the other workers speak up in times of need. For example if a customer is unhappy with their meal it is important that the server inform the manager so that the situation can be dealt with effectively and promptly.
Primary channels- The primary channel is verbal communication. Whether is be talking to a guest or communicating with other servers. However our computer system is also a huge channel. If it weren’t for the computer system the restaurant would not run smoothly at all.
Style- I would say that the style is not authoritarian however there are some elements of it. What the managers say goes however everyone is encouraged to communicate with each other. The managers do make attempts to make the job fun and to be friendly with all the workers.
1. Although the EDGE organization does not follow classical management closely, it is under the reign of Rockingham Memorial Hospital which does fall into the classical management category. There are divisions among RMH’s numerous branches, and each of these divisions have a clear chain of command between staff and supervisors. There is a clear hierarchy of communication for each of these divisions where the supervisors or head of the department is above everyone else, and everyone under the head is designated to specific tasks. There is also a small presence of horizontal communication; EDGE is technically under the umbrella of RMH but the members of EDGE mainly communicate with one another although sometimes it may be deemed necessary to rely on RMH. Weber’s theory of bureaucracy is evident in the EDGE organization through the specific approval from EDGE supervisors that it takes to complete a project. There is also a set of standards and regulations within EDGE from salaries to dress code. Taylor’s ideas of scientific management are shown through the set deadlines and tasks for committees and also in the flow of communication from supervisors of RMH to the interns in EDGE, or even our 350 group. However, EGDE is not focused on monetary rewards like Taylor prided on.
ReplyDelete2. Classical management has provided a set hierarchy of all members of EDGE along with clearly set standards and guidelines for these members to go by. Other advantages include that this hierarchy allows employees the opportunity to advance within the organization and gives them an incentive to stick with it.
A major disadvantage for EDGE is that because they have to go through RMH for every ultimate decision, this drags out all processes longer than necessary. It is also challenging for EDGE workers to communicate with their overseers in RMH.
3.Julia, our EDGE intern that we are working with, told us that email is the main source of communication with the EDGE organization however, they are trying to encourage more personal communication methods such as face-to-face meetings with the hope that they will trigger deeper relationships among EGDE employees. There is a downward flow of direction of communication starting with the RMH supervisors down to the EDGE workers, but within EDGE it is mainly horizontal communication and more of a HR/HR outlook than Classical.
1. While the E.D.G.E organization is itself far more HR/HR driven, they find themselves in a hierarchy with RMH, acting as a lower branch within the Community Health department of the hospital. Anything and everything that E.D.G.E wants to do has to go through RMH first to be approved and RMH acts as the top of the hierarchy (which also has it’s own within it). When E.D.G.E. has a request that needs approval, this is pretty much the only time the communication between the two organizations goes from the bottom to the top, and otherwise the communication takes a top to bottom, vertical approach. Bureaucracy is very apparent in this organization, effecting almost every task they wish to complete. Being a federally funded organization working under RMH makes accomplishing things for themselves more complicated, as it must go through RMH first.
ReplyDelete2. I would argue that the disadvantages of classical management, as far as vertical communication and the lack of feedback has led E.D.G.E to take a more Human Resources approach to communicating within the organization. A disadvantage that is constantly coming up and is frustrating to the staff is the red tape that they must go through with RMH in order to get anything accomplished. The paper work they need to fill out due to bureaucracy helps them to get things done, but makes the process take much longer. The aspect of classic management that is advantageous however is that it provides a structure and foundation for the organization, giving them a good sense of order.
3. The communication that takes place within E.D.G.E. is of a horizontal nature, with the directors of different projects upholding ‘open door’ policies so that anyone with a concern or idea can feel free to express it. This reflects on their HR focused approach, acknowledging that their employees and fellow co-workers have valuable thoughts and are a resource they should use to their advantage whenever possible. Most of the communication relates to tasks regarding current projects or events that need to be completed. This communication takes place largely through email, but can also occur via telephone or in person at times as well.
1. Fayol’s Classical Theory – The BRC was a very organized and controlled environment that clearly had a sense of authority (in my group’s case, Ellie Draper). Although we weren’t really exposed to the idea of ‘division of work’, since we mainly communicated with Ellie, there was a great deal of unity of command and Subordination of individual interest to general interest. Fayol firmly believed in equity and respect for the workers, which was very prominent at the BRC. The scalar chain was not very relevant this community, as everyone was very respectful and willing to listen at the retirement home. Ellie kept her door open and often paused to speak to passing residents about upcoming events etc.
ReplyDelete- Weber’s Theory of Bureaucracy – The residents of the retirement community communicated with Ellie in a way that reflected their acceptance of her authority and guidance. Ellie has a very charismatic appeal and is a very approachable person. During our meeting, Ellie took various notes, writing down our updates to make sure we were on track. Overall, everyone would respected Ellie’s rights to direct their activities as dictated by organizational rules and procedures.
- Tarylor’s Theory of Scientific Management – I felt that there was a lack of ‘Taylorism’ at the Bridgewater Retirement Community. Ellie seemed to tolerate a lot of different methods and ideas when we met with her, specifically regarding out project. The BRC didn’t seem like a very strict environment in which there is only one way to do something, and there was a lack of strict order as well. Everyone was free to do whatever they wanted, whenever they pleased. Although the lax environment put everyone at ease, it seemed like there was a predominance of ‘managerial’ control, rather than an equal division of work.
2. Although the BRC is structured and is in fact marked by authority, people aren’t treated like machines, nor are there strict, standardized methods. The people at the BRC don’t seem like they are there just to make money, but like they are there to faithfully participate within the community. I felt like tasks were broken down so that everyone played a part/contributed, but the managers/leaders weren’t dictators in any shape or form.
BRC focuses on hiring people with substance, sincerity, and purpose. The ladies at the front desk were older (keeping in mind that younger, more agile and able workers are preferred in other corporations), personable, and gave passing residents the time of day.
3. The content of communication mainly informed the residents of what was going on in the community. There were tri-folds and bulletin boards filled with upcoming events, and Ellie always made a point to talk to anyone who passed by. It seemed like there were so many things for the residents to participate in, which emphasized the need to be active. The communication was primarily directed toward the residents and other workers, and the style of communication was very open. Talking and communication is highly encouraged at the BRC, no matter your level, status, etc. The Bridgewater Retirement Community is a very nurturing and unified environment where everyone is made welcome and encouraged to participate in.