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Machine metaphor. Easily replaceable parts (humans). Well-defined hierarchy; one definitely knows who is management and who are the employees.

Positive--clearly defined structure.  Managers dictate tasks; employees knows they are taking orders from supervisors. Examples: assembly lines; clearly defined tasks (Easily replaceable).

Negative--No considerations for feelings. Jobs moving to low-income countries. Computer automation, robotics, etc.

Jason's example:  Military is a text-book case of classical approach. There are valid reasons including the need for following without questioning.

Conflict Management: Manager might sit down with both parties to hear complaint and then side with one or otherwise make a decision.

Organizational change: This is happening, get over it. Unplanned is negative; planned is much better.

Emotions in the workplace: He's burntout, replace him. It interferes with productivity.

Diversity issues: Remove the issue.

Technology: means to an end; more efficient; quicker; less personal; increased paper trail; More productivity. Could allow for moving jobs elsewhere.

Globalization -- looking at the bottom line, is it cheaper to outsource. If it wasn't cheaper or cost effective, they would not outsource. When outsourcing, there is no shortage of resources (human).

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Focuses on the social aspects as in the workers' interaction between themselves. Meeting the needs of the individual employees. (To the extent possible--meeting the majority's needs). Hawthorne Studies. Maslow's Hierarchy of Needs. Table 3.1. pg. 41.

Positive--takes employee feelings into effect. Make the employees happy, production increases.

Negative---Distractions (can go to far to meet the needs of the one person) too much interaction between colleagues thwarting productivity.)

Jason's example:  Graphic designers mixed in with engineers. One group wants less light, not everyone is happy.

Buddy's example:  employee was always changing her schedule (had a special needs child). Had to have a flexible schedule. Why the special treatment? Couldn't explain why. Employee did attempt to make a fixed schedule.

Buddy's example 2: Buddy's example: No one can wear or have anything scented around an allergic person.  (Done to avoid HR nightmare.)

Buddy's example 3:
Mexico allows for no call, no show up to weeks at at time. Employee kept bringing in weekly doctor's notes. Concerns because other's were having to pick up the slack and productivity was down. Human Relations to a fault: This single employee was protected, but his coworkers were not protected from him (possible schizophrenia).

Michelle---Lunch with kid at FD. Asst. Director thought it was setting a bad precedent, Michelle argued kid's presence is beneficial. Compromise -- make Marc a part of an official panel.

Arthur--1 employee who is supposed to close, frequently has a migraine 2 hours into shift. Easier to let her go than argue.

Conflict Management: Manager is more likely to encourage them to compromise, move past it because conflict is bad, turning the 'power' over to the parties.

Organization Change:  Send out a survey to get feedback from employees.

Emotions in the workplace: emotional support, special considerations--Make them happy. Try to reach those higher needs in the Maslow Hierarchy with all employees to prevent burnout & stress.

Diversity:  Prioritize the  needs of the minority over the majority. Neither encouraged nor discouraged.

Technology: means of alleviating menial tasks so that employees can focus more on higher priority issues. Medium to express emotions.

Globalization: Bringing technology and people together. Enhancing quality of life for workers in those areas. Wouldn't violate US human rights (ex: no child labor even in the country that allows it). Wouldn't outsource if it makes the jobs of local employees difficult.

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Seems to combine classical and human relations, begins to see humans as unique resources not easily replaceable parts. McGregor's Theory x & Theory y-.  HR is there to protect the company, not the employee.

Positives--Benefits, mental health resources, legal resources, On site immunizations, well-checks, daycares. Discrimination protection; protection against sexual harassment.

Negatives--Too often managers say one thing and do the opposite. Any complaint can turn into a HR nightmare. All those trainings!!!! Solutions made to avoid HR nightmares.

Jason's example: HR made managers do extra testing of environs due to one employee's complaint about dust allergens (even though his own testing rendered nothing.) Only there 6 months. First 30 days is the most expensive. Maybe doing this to prevent on-boarding someone else who might then turn around and leave.

Jason's example 2: Health Week, flu shots for the family.

Buddy's example: 8 hours for paid for volunteer work.

Arthur - Souper Bowl of Caring. Reimbursement for college.

Conflict Management: Sees conflict as a learning opportunities, editing procedures, perhaps, etc. HR rep would try to facilitate, with feedback from employees, compromise and conflict resolution.

Organizational Change: HR would train leaders to deal with layoffs. Otherwise, employees are encouraged to be a part of the change process. Group meetings, interviews, focus groups. 1:1 meetings to assuage concerns.

Emotions in the workplace: Stress in a natural piece of the workplace, here is a way to avoid it; here are resources. Create programs to helps groups of people. Might restructure to help reduce or avoid stress in the masses.

Diversity: Encourage diversity as resources for new ideas and increased creativity. Maximizing their potential.

Technology: Mix of human relations and classical; make workers more efficient; maximize knowledge. Technology AND humans. Performance reviews and mandatory trainings.

Globalization: Neither encouraging or discouraging. If it is good for the organization do it. Make sure we are following the laws of that country, not the US. (ex: observing that country's holidays).

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An interconnected approach that ties all elements together. If one goes down, another takes over or picks up the slack. This could weaken, slow down, the overall system, depending on the degree of permeability.

Feedback is critical for organization survival, when permeability is a factor, employee feedback can stimulate change. Facilitates interdependence.

Positives-- One or two minor things will cause a complete halt in larger organizations. Promotes collaboration. People have to work together. People are experts in their area.

Negative--little permeability = greater risk of weakness when one element goes down. Should someone quit and they haven't documented everything, that knowledge could be lost. Braindumping might needed.

Arthur's example: employee with migraine. other's had to close for her indicates a relative high level of permeability as they knew how to close.

Buddy's example:  People training their replacements, were not motivated to teach them all they really know. Tacit knowledge lost.

Conflict Management: Not all conflict is bad necessarily. Conflict may be part of the process. Conflict is inevitable, along with resolutions; might need to restructure interdependencies.

Organizational Change: Change is coming but fully explain the positives due the change; here's what you need to know about preparing for the change for the betterment of the system.

Emotions in the workforce: Like HR, stress is a part of the system. Creates opportunities to address ways to deal with stress. "Share the load" mentality.

Diversity: Looking at how it effects the permeability of information. Capitalize on diversity as a means of being successful in a global environment.

Technology: Easier to share ideas. Tools for efficiency. Linking. Focus on intended effects of technologies. (Possibly using for non work related; Doesn't work across subsystems; Too expensive; too insecure; non intuitive) Probably constantly testing the technology for its use in the system.

Globalization: Looking at ways to increase efficiency. We've got the technology; let's get what works best. Allows for 24/7 productivity.

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A set of mission and vision statements, identified values. Embedded rules. What is it that we do that sets up apart?

Positive -- Meeting the needs of our stakeholders. Sets expectations for happy (or not) immersion into the new work place.

Negative--do they walk the walk.

Buddy's example: wife's coworkers who taut integrity violated the "do not compete' clauses from their previous employers.

Jason's example - quaterly meeting.  We are the best video game company to work for in Austin. Shows all the rest that have shut down. Diversity value as an integral part of the company's culture as led to success (according to the big boss).

Arthur - Because people Matter awards, which are linked to company values. Employees nominate each other.

Conflict Management: A manager must be open-minded and able to apply that knowledge in helping facilitating conflict. Conflict is stemmed from individual's value systems, or disagreement with company culture.

Organizational Change: Align the change with existing cultural values. Changes might be made to accommodate various cultural beliefs. If change does not align, present it to those who reject in a way that allows them to accept. Liked education on how to have a quality relationships while moving them along.

Emotions in the workforce: expressions of emotion are extensions of one's values & assumptions; socially constructed. Implement interventions to help mitigate (i.e., take a walk). Cultural change starts at the top by modeling. "Lead by example."

Diversity: High importance on diverse groups in the workplace, viewed as a strength. Focus on intersecting national, ethnic and gender-based cultures.

Technology: Channel to communicate cultural values.

Globalization: Bringing cultures together; allow for cultural understanding, improve relations. Share the wealth.

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A critical lens to viewing relationships between managers and employees (feminist, racial, gender, sexual orientation, socio-econonmical, education level, etc.)employee to employee (feminist, racial, socio-economical, education level, etc.)

Positives - knowledge and experience rests with the power sources; leveled the playing field between diverse individuals; can lead to positive change, such as laws, societal perspectives, and at the organizational level, employee involvement and decision-making and teamwork.

Negatives - toxic work environment could lead to employee turnover; suppresses innovation

Michelle's example - Course developers are not as valued as instructional designers. Medical MD's think they're better than PHd's.

Jason's example - wife was quoted CDC manual by MD and responded with her expertise in the field and corrected him/her.

Conflict Management: It's all about the power. Bring the specialists.

Organizational change: Change will likely maintain power relationship, but this opportunity for highlighting needed change. Keep democratic process in action through representation. Use the changes to suggest additional changes.

Emotions in the workplace: Relationship issues between those in power and subordinates. Workers should be educated to resist acceptance of conditions--insist on changes. Being open-minded.

Diversity-- A plus, but not super high priority. Those minorities may have to go with the flow regardless of how their own cultural values do not align. Scholars would heavily critique this dichotomy.

Technology: Technologies are seen as potentially repressing workers through de-skilling of jobs and control of information.

Globalization: Extended power and control. (Ex: how has our presence changed other country's laws?)