What theoretical perspective did the organization take towards its workers?

Classical Management Perspective      During the industrial revolution, the Classical Management perspective was being developed. This perspective’s main focus was on the scientific approach to organizations. Essentially, the theory leaned toward dehumanizing the actions of the worker and perceive him or her more as a type of specialized machinery (Wikibooks, 2017). Thus, they were specially trained but at the same time quickly replaceable. The three theorists of that time, American Frederick Taylor, Frenchman Henri Fayol, and German Max Weber, made their attempts to develop and explain this theory founded on the goals of efficiency, output, and production. Furthermore, the classical management thinking leans toward the existence of three aspects, which include specialization, standardization, and predictability (Wikibooks, 2017).   Human Relations Perspective      Because the classical approach took the “human” aspect out of being human, theorists wanted to add the human element back into organizational communication. Elton Mayo organized a team of Harvard scientists in 1924 and started studying how modifying working conditions related to increasing productivity. They looked at how meeting the individual needs of employees helped to drive performance because of the increase in morale and motivation (Wikibooks, 2017). Moreover, humans are not just robots completing tasks but a part of the social aspects of the organization. Understanding how they relate to each other was one of their core concepts of study. This theory explored the higher level need of an employee’s motivation and its relation to actual output. Managers welcomed this perspective and started to encourage feedback and encourage employee participation in the organizational decision-making process (Wikibooks, 2017).  Human Resources Perspective      The Human Resource perspective adds to the human relations perspective and attempts to further develop the social and human aspect through this organizational theory perspective. Mainly, it shows a caring attitude about an employee’s well-being related to its self-esteem and self-actualization needs within the organization and how it relates to their physical and mental health, and their overall quality of life (Wikibooks, 2017). This perspective looks at meaningful involvement to enhance motivation and production within the organization. Moreover, the value of the employee is not taken for granted but put into perspective. Theory Z, created by William Ouchi, believed that companies in America should follow the Japanese organizational culture because they value teamwork, responsibility, longevity in employment (Wikibooks, 2017). Systems Perspective      The systems perspective concerns itself with several problems with relationships, structure, and interdependence instead of attributing objects. Furthermore, an organization is compared to a living organism, and its existence in its external environment is imperative for survival. Moreover, the organization's system is looked at as a whole, and for it to work correctly, there has to be smooth interaction. The basic properties of this theory include equifinality, negative entropy, requisite variety, homeostasis, and complexity. Each one of these properties describes the ways that companies can achieve their goals through their surroundings and the choices individuals make (Wikibooks, 2017).                The Cultural Perspective       The Cultural Perspective looks and describes the core of the organization. It examines the shared values, beliefs, standard practices, skills, and actions of the organization as well as the organizational culture rules. Additionally, they look at symbols, which includes objects and artifacts and mutually understood organizational meanings. Because every person is unique in their engagement, the organizational culture comprises of different perspectives (Wikibooks, 2017). The environment is continually changing and is very complex, and a single organizational view will not work. The corporate culture develops through the interaction of the employees. Meanings are shared, which helps to make sense of the environment. Involvement in organization equals the learning from other people. Providing insight into culture requires three interdependent levels including artifacts, values, and underlying assumptions. Additionally, the climate of an organization is the core of the cultural perspective. This perspective is still being examined and is the earliest perspective as it began in the 1980s (Wikibooks, 2017).       I have a lot of military and police experience, and for the most part, both types of organizations center around the classical approach. However, it is not purely a classical approach because it has some influence on the human resource and the cultural perspectives.  Both types of organizations are subcultures to the more prominent American culture and emphasize a  structure and management type philosophy, which is core to the classical approach. Additionally, there is unity of the command and a chain of command that delegates authority to their subordinates. Moreover, there is greater control during the planning and directing processes. Both organizations do include the human resource perspective by showing a caring attitude toward the employees. Also, the cultural view is expressed with shared beliefs, values, and standard practices. Furthermore, military organizations and police departments have symbols, values and underlying assumptions that are representative of the organizational culture.      Working within the boundaries of the police and military organizations can be difficult for some people due to their socialization process and culture, which usually do not align with the classicism approach. Both basic training and the police academy teach the classical method and reinforce it on a daily basis until it becomes second nature. When someone goes out of those boundaries, some negative consequences follow. I have learned over the years to do what I am told, and I expect those under my direction to do what I ask. I try to explain the reasons why we are doing what we are doing because I believe that it is crucial for transparent communication. Additionally, people are more likely to do what they are told if they know the reasoning behind the task. I will never ask my subordinates to do anything that I wouldn’t do with them. It helps to keep everyone within the social norms of the organization.   Wikibooks. (2017). Survey of Communication Study/Chapter 11 - Organizational            Communication. Retrieved December 08, 2017, from            https://en.m.wikibooks.org/wiki/Survey_of_Communication_Study/Chapter_11_-              _Organizational_Communication