OBBC Communication in an Organisation Chp: 3. OBBC Communication in an Organisation An organisation is the rational coordination of the activities of.

OBBC

Communication in an Organisation

Chp: 3

OBBC


An organisation is the rational coordination of the activities of a number of people for the achievement of some common, explicit purpose or goal through the division of labour and function through the hierarchy of authority and responsibility.

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Features of an Organisation

1. Mutual Coordination:Common ObjectivesLimited Resources

2. Common Objectives:Formal and clear mission & objectiveHierarchy of the objectives for a better coordination.

3. Division of Labour& Function: (sharing of the task according to the volume of work and number of ppl)SpecializationDepartmentationAllocation of work according to the skills and speciality

4. Hierarchy of Authority & Responsibility:Chain of Command

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A formal organisation is a unit deliberately constructed to seek specific goal.

Planned division of responsibility

Explicit and well- defined structure

Rules and procedures guiding the conduct

An informal organisation is a social unit arising spontaneously as a result of shared interests and circumstances.

Membership gained Loosely structured Flexible and

spontaneous

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The need for informationAcquired from outsideProcessed internallyTransmitted to outside

System approachOpen system-> interacts with the

environmentOpen system is a complex system

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Inputs/ resourcesHuman

Financial

Technical

OutputsGoods &services

Customer satisfaction

Expert workers

Public image

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Information Needs of Management

Information is thorough for managers before undertaking any task or communicating it.Analysis paralysis (Too much info)Mostly decisions are based on incomplete information.All is not availableBeyond a certain limit, it is waste of time and money.

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Information needs of employees

Job descriptionWork

Production schedule

Available resources

Motivation, learning and developmentPerformance criteria and standard

Targets

Budgets

Rules and regulations

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Information needs of employees

Job satisfaction Information relevant to work Rewards

Social needs Interpersonal relationship Job satisfaction Motivation

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Difference between managers/employee/ subordinate

Greater access to job related information

Less opportunities for informal and intimate communication

Fewer peers to communicate

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Output information by organisation

Advertisment and promotion for Product & services to the customer Labour requirements candidated Financial performance & plans investors

shareholders Mission &culture common public

Order, request, instructions suppliers & contractors

Invoice & statements customers

Records of financial transaction auditors; inland revenues

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Output information by organisation

Letters of use & develpoment of premises

Policies EFU

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Communication routes


official informal

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informal channel

diagonal horizontal

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Official channel

Vertical horizontal

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Communication system

Downwards communication

Upward communication

Horizontal communication

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Downwards communication(Purposes)

Delegation

Induction

Rationale

Appraisal

Indoctrination

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upwards communication (Purposes)

One's own performance & problems

Other’s performances & problems

Report about a task

Organisation practices & policies commented

Suggestions

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Horizontal communication (Purposes)

Formal coordination & communication

Informal establishment of relationship

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Downward commuication

ProblemsLack of interest

– contract– Acquisition– profitability

Lack of understanding

Lack of information

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ProblemsManagers are not skilled, trained and confident :

– Fear of undermining their authority– Fear of redundancy– Undermining the role of managers– Risk of organisation’s interest

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Improvement measures Regular system & mechanism:

• Briefings• Meetings• Interviews• Manuals & newsletters• Training session

Acceptance and value of communication as organisation culture by :

• Setting example by top management• By making it criteria for promotion & selection of

managers• Encouraging informal news swapping• Discouraging social status discrimination• Training for better communication

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Improvement measures

Helping the managers to overcome their fear by:

Appraisals and rewards for communicationGuidelines for communicationAllow to make mistakes

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ProblemsInferiority complexLack of interestLack of understandingBusy superiorFear of consequences

• Sarcasm• Rejection of idea• Disappointment for managers• Stepping out of the group

Manager is not accessible

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Improvement measuresConduct regular meetings

Brainstorming sessions

Quality /service sessions

Suggestion schemes with incentives

Open door managers/surgery hours to discuss

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horizontal communication

ProblemsFeeling of encroachment

Resistance to expertise

Conflicts due to culture, working habit, coordination problem and distorted perception.

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Horizontal Communication

Improvement measuresInter-departmental meetings

Job rotation

Conflict resolution

Communication officer

Newsletter bulletins

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Informal communication

AccurateOfficial setup

Network(shared interest or exchange informal info)

grapevine

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Coordination Methods & Organisation Hierarchy

Mutual adjustment

Direct supervision

Standardisation

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Poor Coordination

Derek Pugh gives the list of poor coordination identification:

Persistent conflicts

Overloading of problems

Fudging of integration issues

Use of red tape to ensure integrity

Empire buildings by coordinators

External conflicts

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Reasons for lack of coordinationLack of mutual planning

Difference of time and work pressure

Leadership style

Orgsnisation structure• Dislikes and rivalries• Difference in middle time and techno

structure• Difference in skills• Innovative to environmental

Poor communication

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Purpose of communication in an organisation

Exchanhge of info

Tool for instructions

Persuasion

Reinforcement

Establish relationships

Publicise needs and requirements

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Internal needs of communication

Establishing mission of organisation

Develop the plans to achieve the mission and objectives

Control the plan

Organizing staff and other resources

Creating desirable environment

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External needs of communication

Providing information about plan, coordination and activities of the management

Providing information about organisation and its services to the people outside

Encouraging formulation, swapping and testing

Coordination of interdependent subsystems

Fulfilling the needs of employees

Interpersonal relationship

Ensuring effective linkage

OBBC Communication in an Organisation Chp: 3. OBBC Communication in an Organisation An organisation is the rational coordination of the activities of.

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