Scientific Method, Human Behavior, and Integrated Perspectives Influence Organizational Communication.

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Module 4 Concept 1
Alphonso Jiles
Argosy University
Organizational Comm Systems & Internship Seminar
Dr. Marilyn Malarz
February 12, 2011

Module 4 Concept 1
Shockley-Zalabak (2009) suggests the major characteristics of the scientific management school are carefully developed chains of command and efficient division of labor” (p. 68). The (2010) website, which cites Taylor (1911), suggests the following four major characteristics of the scientific management school: * Replace the rule-of-thumb work methods based on a scientific study of the tasks. * Scientifically select, train, and develop each worker rather than passively leaving them to rain themselves. * Cooperate with the workers to ensure that the scientifically methods are being followed. * Divide work nearly evenly between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks. (p.1) The scientific method implication on communication is manifested in management controlling the chain of communication. Shockley-Zalabak (2009), who cites Faylor (1949), suggests “orders should come from only one superior and that a bypass of the chain of command would be a source of problems” (p. 69). I believe this suggest that communication is organized from the top down. In addition, I believe this communication method does not afford any input form subordinates or other stakeholders. I believe it assumes that management is always right and is the only source of solutions. Thereby, I believe subordinates are somewhat disenfranchised. Shockley-Zalabak (2009) suggests, “The human behavior [school characteristics] assumes that work is accomplished through people and emphasizes cooperation, participation, satisfaction, and interpersonal skills” (p. 72). Therefore, I believe this theory encourages open, participatory communication between management and subordinates at all levels. In my...
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