Communicating for Results 9 e 2 Organizational Communication

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Communicating for Results 9 e 2 Organizational Communication Key Ideas • Formal and Informal

Communicating for Results 9 e 2 Organizational Communication Key Ideas • Formal and Informal communication • Coordination of people and groups Organization Models Copyright Cengage © 2011 1

Consider this. . . It is structure that enables people to work together, and

Consider this. . . It is structure that enables people to work together, and in so doing to accomplish things beyond the abilities of unorganized individuals. Wagner & Hollenbeck, Organizational Behavior, Southwestern, 2004 Copyright Cengage © 2011 2

The Rise and Fall of Enron q. Read or describe the case study q.

The Rise and Fall of Enron q. Read or describe the case study q. Answer the following questions: q. What type of informal/formal communication was used at Enron? q. Which organizational model was used? q. What role did rank and yank play in Enron’s unethical practices? Copyright Cengage © 2011 3

Formal Communication Includes 3 types of communication Inside the organization. . . Horizontal Downward

Formal Communication Includes 3 types of communication Inside the organization. . . Horizontal Downward Upward Messages flow downward through the chain of command—i. e. , from manager to employee. Messages flow upward through the chain of command—i. e. , from employee to boss. Copyright Cengage © 2011 Messages flow laterally between people of the same rank. 4

Downward Communication q Employee performance appraisals q Job instructions q Job rationale q Policy

Downward Communication q Employee performance appraisals q Job instructions q Job rationale q Policy & procedures q Motivational appeals Copyright Cengage © 2011 5

Upward Communication q Employee work, achievements & progress q Employee opinions & feelings q

Upward Communication q Employee work, achievements & progress q Employee opinions & feelings q Outlines of work problems q Ideas for improvement Copyright Cengage © 2011 6

Informal Communication q This is commonly known as The Grapevine q Indicates the health

Informal Communication q This is commonly known as The Grapevine q Indicates the health of the organization q Adds to employee satisfaction & commitment q Indicates employee concerns > Copyright Cengage © 2011 7

Informal Communication q Is 75 -95% accurate q Travels fast q Effective managers use

Informal Communication q Is 75 -95% accurate q Travels fast q Effective managers use The Grapevine Copyright Cengage © 2011 8

Informal Communication Information carried by the “Grapevine”. . . Indicates the health of the

Informal Communication Information carried by the “Grapevine”. . . Indicates the health of the organization Adds to employee satisfaction & commitment Is 75 -95% accurate Travels fast Copyright Cengage © 2011 Thomas Perdew/Focus Group/Picture. Quest Indicates employee concerns 9

Coordination of People and Groups q. Mutual adjustment – horizontal communication between peers who

Coordination of People and Groups q. Mutual adjustment – horizontal communication between peers who meet to make work decisions q. Direct supervision – supervisors have the authority to organize and direct work q. Standardization – specific written standards for tasks, output levels, skills and workplace norms Copyright Cengage © 2011 10

Organization Models: Traditional (or Classical) Model Bureaucratic Scientific Standardized employee tasks Example: Taylor’s Best

Organization Models: Traditional (or Classical) Model Bureaucratic Scientific Standardized employee tasks Example: Taylor’s Best Way Organization Structure Example: Fayol’s Best Way • Scientific design of each task • Specific organizational structure • Scientific selection of workers • Clear division of labor • Adequate training and rewards • Formal chain of command for productivity • Division of both labor and responsibilities Copyright Cengage © 2011 11

Fayol’s Bridge Normal line of communication A B D X C E X X

Fayol’s Bridge Normal line of communication A B D X C E X X X Fayol’s bridge: Bypasses chain Of command X X Copyright Cengage © 2011 F X X G X X X 12

Human Relations Model Mayo Copyright Cengage © 2011 13

Human Relations Model Mayo Copyright Cengage © 2011 13

Human Relations Model q. Pioneered by Elton Mayo and colleagues between 1927 and 1932

Human Relations Model q. Pioneered by Elton Mayo and colleagues between 1927 and 1932 q. Based on conclusions of Hawthorne plant study q. Workers in relaxed congenial work groups with supportive supervisors are more productive q. Peer relationships significantly influences productivity Copyright Cengage © 2011 14

Human Resources Model Teams Theory Y QC Mc. Gregor Copyright Cengage © 2011 15

Human Resources Model Teams Theory Y QC Mc. Gregor Copyright Cengage © 2011 15

Human Resources and Human Relation Models Human Relations Human Resources • People wish to

Human Resources and Human Relation Models Human Relations Human Resources • People wish to be liked and • Most people desire a sense of respected. accomplishment. • If there needs are met, • Most employees have untapped employees will produce for the resources and are capable of organization. more than most jobs allow. • Managers should convince • Managers should tap and guide workers that they are valuable each employee’s hidden talents team members. and creativity to harmonize with organizational goals. • Managers should allow employee participation in routine decision • Managers should allow (and making. encourage employee participation in routine and • Sharing information with important decision making employees will increase their Copyright Cengage © situations 2011 16 satisfaction, which will improve

Mc. Gregor’s Theory X q Messages travel downward q Upward messages limited q Fear

Mc. Gregor’s Theory X q Messages travel downward q Upward messages limited q Fear & distrust of management q Decisions made by top management Copyright Cengage © 2011 Bureaucratic 17

Mc. Gregor’s Theory Y q. Messages travel up and down in the organization q.

Mc. Gregor’s Theory Y q. Messages travel up and down in the organization q. Decisions shared & based on input from all levels q. Feedback is encouraged in an upward direction > Copyright Cengage © 2011 18

Mc. Gregor’s Theory Y q. Atmosphere of confidence & trust exists q. Downward messages

Mc. Gregor’s Theory Y q. Atmosphere of confidence & trust exists q. Downward messages satisfy needs of employees q. Decision making is based on messages from all levels improving decision accuracy and quality Copyright Cengage © 2011 19

Beliefs of Theory X and Y Managers Theory Y (Human Theory X (Traditional) Resources)

Beliefs of Theory X and Y Managers Theory Y (Human Theory X (Traditional) Resources) 1. The use of physical and mental energy in work is as natural as play and rest. 2. External control and threats are not only ways to motivate workers to meet organizational objectives. A person who is committed to the objectives will exercise self-direction and self-control. 3. Commitment to objectives is a motivator and a function of rewards and achievement. 4. Under proper conditions, workers learn not only to accept but also to seek responsibility. 5. The capacity to exercise a relatively high degree of ingenuity and creativity is widely distributed in the population 6. The intellectual potentialities of most Copyright Cengage © 2011 20 people are only partly utilized in 1. The average person has an inherent dislike of work and will avoid if possible. 2. Most people will not strive to achieve organizational objectives unless they are coerced, controlled, directed, and threatened with punishment 3. The average person prefers to be directed, whishes to avoid responsibility, has relatively little ambition, and wants security above all else.

Elements of Likert’s Four Systems © Jason Harris q Supportive relationships based on trust

Elements of Likert’s Four Systems © Jason Harris q Supportive relationships based on trust q Group decision making and group supervision q High performance goals q Formal and informal communication Copyright Cengage © 2011 21

Systems/Contingency Model One model does not fit all Culture Fiedler Situation Theory Z Copyright

Systems/Contingency Model One model does not fit all Culture Fiedler Situation Theory Z Copyright Cengage © 2011 22

Systems Theory q. Concerned with the organization as a whole q. All types of

Systems Theory q. Concerned with the organization as a whole q. All types of communication and feedback essential q. One person can affect the entire organization q. Used to build and maintain corporate culture Copyright Cengage © 2011 23

Contingency Theory q. Leadership depends on three variables q Leader-follower relations (liked or not

Contingency Theory q. Leadership depends on three variables q Leader-follower relations (liked or not liked) q Position of power (powerful or weak) q Task structure (organized or not organized) q. Task or traditional leadership best when q. Manager well liked or is disliked q. Tasks well-defined or is poorly defined > Copyright Cengage © 2011 24

Contingency Theory q. Human Relations Orientation best when q. Manager is moderately liked q.

Contingency Theory q. Human Relations Orientation best when q. Manager is moderately liked q. Manager is somewhat powerful q. Tasks are moderately defined Copyright Cengage © 2011 25

Path-Goal Theory q. Developed by Robert House (1971) q. Identified factors of job performance

Path-Goal Theory q. Developed by Robert House (1971) q. Identified factors of job performance and satisfaction q. Satisfaction with job q. Uncertainty and difficulty of job q. Communication style of supervisor Copyright Cengage © 2011 26

Transformational Model Virtual Copyright Cengage © 2011 Multiunit 27

Transformational Model Virtual Copyright Cengage © 2011 Multiunit 27

Communication Patterns: Traditional Model q Rational, task-oriented, usually written q Social side less important

Communication Patterns: Traditional Model q Rational, task-oriented, usually written q Social side less important q Structured roles define expectations q Expectations determined by position q Mainly downward Copyright Cengage © 2011 28

Communication Patterns: Human Relations Model q Supportive, but mainly downward q Employee needs treated

Communication Patterns: Human Relations Model q Supportive, but mainly downward q Employee needs treated with TLC q Feedback from employees & grapevine q Communication skills used to develop & maintain relationships Copyright Cengage © 2011 29

Communication Patterns: Human Resources Model q Team oriented & participative q Info & feedback

Communication Patterns: Human Resources Model q Team oriented & participative q Info & feedback flow freely up & down q Informal communication encouraged q Communication skills needed at all levels Copyright Cengage © 2011 30

Communication Patterns: Systems/Contingency Model q No single best way to communicate q Communication influenced

Communication Patterns: Systems/Contingency Model q No single best way to communicate q Communication influenced by situation q Communication flexibility valued q Requires communication skills at all levels Copyright Cengage © 2011 31

Communication Patterns: Transformational Model q Horizontal communication essential q Upward & downward communication used

Communication Patterns: Transformational Model q Horizontal communication essential q Upward & downward communication used q Awareness of frame-of-reference differences q Much communication electronic Copyright Cengage © 2011 32

Communicating for Results 9 e 2 Organizational Communication Key Ideas • Formal and Informal

Communicating for Results 9 e 2 Organizational Communication Key Ideas • Formal and Informal communication • Coordination of people and groups Organization Models Copyright Cengage © 2011 33