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ORGANIZATION COMMUNICATION

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ORGANIZATIONAL COMMUNICATION

DEFINED

Organizational Communication Definitions -Handout

Communication is the basis for the way in whichan organization functions

Communication plays a critical role in most everyaspect of organizational life

A business is a group of people organized arounda common goal

Organization - Greek origins Organon - tool or instrument Communication is both the means by which the tool or

instrument (the organization) is created and sustainedandthe prime coordinating mechanism for activitydesigned to attain personal and organizational goals.

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ORGANIZATIONAL COMMUNICATION DEFINED

the process of creating, exchanging,interpreting (correctly or incorrectly), and storingmessages within a system of humaninterrelationships.

the exchange of oral, nonverbal, and writtenmessages within (and across the boundaries of) asystem of interrelated and interdependent

people working to accomplish common tasks andgoals within an organization.

MESSAGE-CENTERED DEFINITION

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MESSAGES

nonrandom verbal symbolizations.

a use of language (written or spoken)that the recipient interprets as having beencreated intentionally.

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ASSUMPTIONS AND FEATURES OF


Communication is central to theexistence of the organization

Organizational communication is acomplex process (creating, exchanging,

interpreting, and storing messages)

Misunderstandings occur

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WHAT IS AN ORGANIZATION?AN ORGANIZATION IS A GROUP OF PEOPLE WORKING TOGETHER

TO ACHIEVE A COMMOL GOAL, BE IT :

POLITICAL,

PROFESSIONAL,

RELIGIOUS, ATHLETIC,

SOCIAL, OR

ANY OTHER PURPOSE

WHOSE ACTIVITIES REQUIRE THEM TO INTERACT COMMUNICATE.

INDEED COMMUNICATION MUST HAVE OCCURRED BEFORE A

COMMON GOAL COULD EVEN BE ESTABLISHED

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WHAT IS AN ORGANIZATION?

A WALK THROUGH THE HALLS OF A CONTEMPORARY

ORGANIZATION SHOWS MANAGERS / ADMINSTRATORS

AND EMPLOYEES :

READING REPORTS

DRAFTING e-MAIL MESSAGES DICTATING CORRESPONDENCE

ATTENDING MEETINGS

CONDUCTING INTERVIEWS TALKING ON THE PHONE

CONFERING WITH SUBORDINATES

MAKING PRESENTATIONS

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WHAT IS AN ORGANIZATION?

IN SHORT PEOPLE ARE SEENCOMMUNICATING - ORGANIZATIONSFACILITATE :

EXCHANGE OF INFORMATION, GENERATION OFIDEAS, MAKING OF PLANS, ORDERING OF SUPPLIES, TAKING DECISIONS,

FOLLOWING RULES AND PROCEEDURES, MAKING PROPOSALS, SUGNING CONTRACTS AND REACHING AGREEMENTS ETC.

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COMMON THEMES IN ORGANIZATIONAL

COMMUNICATION

The use of language as a symbolic means ofinducing cooperation in beings that by naturerespond to symbols, constitutes ourdisciplinary foundation . . . A concern withcollective action, agency, messages, symbols,and discourse.

Mumby & Stohl

How messages are sent and understoodthrough the use of language, forms the basisof communication in general and

organizational communication specifically.

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ORGANIZATIONAL COMMUNICATION:

WHATS IN IT FOR YOU?

Better equipped to address contemporaryworkplace issues.

Development of a temporary workforce Implementation of teams

Adoption of new technologies

Multiculturalism

Trained to focus on the complex andcollaborative nature of communicating,organizing and knowing.

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ORGANIZATIONAL COMMUNICATION:

WHATS IN IT FOR YOU?

More articulate about ideas.

Understand the task of organizingindividuals, groups, projects, andthoughts.

Knowing/Learning how to learn.

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PREVALENCE OF MISUNDERSTANDINGS

Paradigms

More levels of hierarchy

More work teams with more members Cultural, age, sex, gender, religious, and value

differences

Power struggles

Sub- and counter organizational cultures

Competition for scarce resources

Impersonal communication media

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EVERY MANAGEMENT FUNCTION AND ACTIVITY : PLANNING, FORECASTING

CONTROLLING, PLANNING PLANNING

DECISION MAKING, ORGANISING ORGANISING

LEADERSHIP AND DIRECTING INSTRUCTING

STAFFING, COORDINATING COORDINATING

BUDGETING CONTROLLING

CAN BE CONSIDERED COMMUNICATION ORGANIZATIONALPERFORMANCE CORRELATES DIRECTLY WITH THE QUALITY OF

COMMUNICATION.

AN AVERAGE MANAGER SPENDS MORE TIME IN COMMUNICATING THAN

DOING ANYTHING ELSE.

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ORGANISATIONAL BENEFITS OF EFFECTIVE

COMMUNICATIONS

INCREASES PRODUCTIVITY

HELPS ANTICIPATE PROBLEMS

ENCOURAGES DECISION MAKING ASSISTS COORDINATE WORKFLOW

IMPROVES SUPERVISION

STRENGTHENS RELATIONSHIPS IMPROVES UNDERSTANDING IN THE

WORKPLACE IN GENERAL

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INFLUENCE OF ORGANIZATION

STRUCTURE ON COMMUNICATION

ORGANIZATION STRUCTURE

FORMALLY PRESCRIBED PATTERN OF INTER-RELATIONSHIPS BETWEEN THE VARIOUS UNITS

OF AN ORGANIZATION THE NATURE AND FORM OF COMMUNICATION

VARVARIES GREATLY AS A FUNCTION OFPEOPLES RELATIVE POSITION WITH ANORGANIZATION

ORGANIZATION CHART

DIAGRAM SHOWING THE FORMAL STRUCTURE OFAN ORGANIZATION AND INDICATING WHO IS TO

COMMUNICATE WITH WHOM

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INTERNAL COMMUNICATION

DETERMINATION OF TASKS, PRINCIPLES AND

OBJECTIVES

ANALYSIS OF THE EMPLOYEES KNOWLEDGEAND IMAGE OF THE ORGANIZATION

DETERMINATION OF FOCUS AREAS IN

DEVELOPING COMMUNICATION

RESPONSIBILITIES AND RESOURCES

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EXTERNAL COMMUNICATION

REPUTATION - MANAGEMENT

REPUTATION - CAPITAL

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THE ROLE OF COMMUNICATION IN

ORGANIZATIONS

key purposes:

Direct action: to get others to behave indesired fashion

Achieve coordinated action

Systematic sharing of information

+ interpersonal side with the focus oninterpersonal relations between people

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COMMUNICATION

The social glue that continues tokeep the organization tied together

The essence of organization

A key process underlying all aspects oforganizational operations

Properly managing communicationprocesses is central to organizationalfunctioning

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ORGANIZATIONAL STRUCTURE: DIRECTING

THE FLOW OF MESSAGES

Organizational structure:

The formally prescribed pattern of

interrelationships existing between thevarious units of an organization

Dictating who may and may notcommunicate with whom

Abstract construction

Depicted in Organizational Charts

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ORGANIZATIONAL CHARTS

Ideal type Staff & Line Systems

Ideal Type Multitask Systems

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ORGANIZATION CHART AND FORMAL

COMMUNICATIONS

SECRETARY

AS Sr. JS/JS

DS DSDSDS

Upward

Communication

Information

DownwardCommunication

Instructions

and Directives

Efforts at Coordination

Horizontal Communication

SO SO

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FORMAL COMMUNICATION

The process of sharing official

information with others who need to

know it.

According to the prescribed patternsdepicted in an organization chart.

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President

Vice

President

Vice

President

Manager Manager Manager Manager

Efforts at coordination

Information

Instruct

ions

anddirectives

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Downward communication:

instructions, directions, orders

feedback

Upward communication: data required to complete projects

status reports

suggestions for improvement, new ideas

Horizontal communication: coordination of cooperation

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CENTRALIZED NETWORKS

One central person

Unequal access to information

Central person is at the crossroads of the

information flow

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COMMUNICATION STRUCTURES

CENTRALIZED

Y

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CENTRALIZED

Wheel

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CENTRALIZED

Chain

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DECENTRALIZED NETWORKS

Information can flow freely

No central person

All members play an equal role in the

transmittal of information

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Communication Structures

DECENTRALIZED

Circle

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Communication Structures

DECENTRALIZED

Comcon

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INFORMAL COMMUNICATION STRUCTURES

Deviation from the planned communicationstructure

Direction of the flow of information

Leaving out people in the communication line

Integrating people into the communication line

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Informal Networks

Y

D

C

B

A

Chain

A

JB

D H I

K

F

GE

C

Gossip

A

F B D

J

H

CE

K

G I

X

Probability

AC

D

F

J

IB

Cluster

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NETWORK ROLES

Bridge

Liaison

Isolate

Isolated Dyad

Cosmopolites

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INFORMAL ORGANIZATION

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INFORMAL COMMUNICATION

information shared without any formally imposed

obligations or restrictions

if an organizations formal communication representsits skeleton, its informal communicationconstitutes its central nervous system

grapevine An organizations informal channels of

communication, based mainly on friendship or

acquaintance

origin: American Civil War [grapevine telegraphs]

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Grapevine

1. a secret means of spreading orreceiving information2. the informal transmission of

(unofficial) information,gossip or rumor from person-to-person -> "to hear aboutsomething through thegrapevine"3. a rumor: unfounded report;hearsay

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GRAPEVINE CHARACTERISTICS

Oralmostly undocumented Open to change

Fast (hours instead of days) Crossing organizational boundaries

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GRAPEVINE CHARACTERISTICS

Inaccuracy:

Levelling

Deletion of crucial details

Sharpening

Exaggeration of the most dramatic details

while the grapevine generally carries thetruth it seldom carries the whole truth

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GRAPEVINE FIGURES

70% of all organizational communicationoccurs at the grapevine level

Estimated accuracy rates: 75-90%

The incorrect part might change themeaning of the whole message though

An estimated 80% of grapevine information

is oriented toward the individual while 20%concerns the company

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Factors Influencing Grapevine

Activity I

According to Gordon Allport:

Importance of the subject for both listener andspeaker

Ambiguousness of the facts

Formula:

R = i x a

R: intensity of the rumor

i: importance of the rumor to the persons

a: ambiguity of the facts associated with the rumor

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FACTORS INFLUENCING GRAPEVINE

ACTIVITY II

Employees rely on the grapevine when:

They feel threatened,

Insecure, Under stress

When there is pending change

When communication from management islimited

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Positive Aspects of the Grapevine

Social function

Reduction of anxiety

Release mechanism for stress

Identification of pending problems

Early warning system for organizational change

Vehicle for creating a common organizational culture

Desired information can be circulated quickly to alarge group of subordinates (inofficially!)

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COPING OR MANAGING THE GRAPEVINE

the grapevine cannot be abolished,

rubbed out, hidden under a basket,

chopped down, tied up, or stopped

Dont try to control or restrict it

Use it to supplement formal channels

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TAPPING THE GRAPEVINE

Identify and make use of key

communicators ( bridgers) Monitor what is happening in the

organization

Use the grapevine to give new ideas a trialrun

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PREVENTING RUMORS

Provide information through the formalsystem of communication on the issuesimportant to the employees Supply employees with a steady flow ofclear, accurate and timely information Present full facts Keep formal communication lines openand the process as short as possible

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IMPROVING UPWARD COMMUNICATION

FORMAL GRIEVANCE PROCEDURES

EMPLOYEE ATTITUDE AND OPINION

SURVEYS

SUGGESTION SYSTEMS

OPEN-DOOR POLICY

INFORMAL GRIPE SESSIONS

TASK FORCES

EXIT INTERVIEWS

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Managerial Skills

Interpersonal Skills

Writing

Oral Presentation

THREE SKILLS NEEDED TO BE A GOOD MANAGER

b h f

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Max Weber: Theory of Bureaucracy

Organization is a system of purposefulinterpersonal activity designed tocoordinate tasks.

Power is the ability of a person to influenceothers and overcome resistance.

Legitimate authority is power authorizedformally by the organization.

Bureaucratic authority is power vested insupervisors and managers by virtue ofrules.

THEORETICAL PRIORITIES IN

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THEORETICAL PRIORITIES IN


1940s: What effects do downward directed communications

have upon employees? 1950s: How do small-group networks affect organizational

performance and members attitudes and behaviors?

1960s: What do organizational members perceive to becommunication correlates of good supervision?

1970s: What are the communication components andcorrelates of organizational communication climates?What are the characteristics and distribution of keycommunication roles within organizational networks?

til now: Organizations are a system of interdependentvariables. What are the strategic parts of the system?

What is the nature of their mutual dependency?

What are the main processes in the system which link the partstogether and facilitate their adjustment to each other?

What are the goals sought by the system?

GORDON LIPPITTS ORGANIZATIONAL HEALTH

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Task dimensions

Goal focus Communication adequacy Optimum power utilization

Social dimensions

Resource utilization Cohesiveness Morale

Growth dimensions Innovativeness

Autonomy Adaptation Problem-solving adequacy

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PETER F DRUCKERS KEY LEADERSHIP

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PETER F. DRUCKERS KEY LEADERSHIP

Key leadership tasks must be done if theorganization is to be successful.

On the other hand, the organization cannot

function unless the routine tasks are takencare of as well.

The answer, of course, is effective

delegation of these routine tasks so the keyleaders have time for their genuinely moreimportant responsibilities.

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Key Leadership Tasks

Thinking through the mission of theorganization

Setting the standards and good examples

Building the human organization

Relating to the public

Perform ceremonial functions

Attend to crisis after crisis whenevernecessary

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REQUIREMENTS FOR KEY LEADERSHIP

Analysis of key leadership tasks

Key leadership tasks assigned

Key leadership team

Delegation of operating tasks

Motivation

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Motivation

Motivation an be defined as the will to do, the urge

to achieve goals, the drive to excel.

It is also the degree to which a person wants and

chooses to engage in certain behaviours. All

behaviour is motivated the performance of a task isthe product of ability and motivation.

Motivation is concerned both with why people

choose to do one thing rather than another and also

with the amount of effort or intensity of action thatpeople put into their activities.

INFLUENCES OF MOTIVAION

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INFLUENCES OF MOTIVAION

VALUES:They affect the types of activity that people will

find appealing and secondly they influence people`smotivation towards specific outcomes such as money,power and prestige.

BELIEFS: people must believe that what is required of themis possible to achieve and also they need to believe that byperforming well, they will personally benefit from theirefforts.

ATTITUDES:A person with a positive attitude towards theorganisation will be more likely to come to work regularly.

NEEDS

GOALS:A goal provides a target to am at,something toaspire to and goals provide a standard of performance.

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THEORIES OF MOTIVATION

CONTENT THEORIES: Content theories are sometimesknown as need theories and focus on the needs served

by work. The motivation of a person depends on thestrength of their needs.

Main content theories are:

Maslow`s Needs Hierarchy

Herzberg`s two-factor theory

McClelland`s achievement motivation

Perceivedneeds

Motivating Force(Tension)

Activity GoalAchieved


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PROCESS THEORIES:process theories focus on thegoals and processes by which workers are motivated.They attempt to explain and describe how peoplestart, sustain and direct behaviour aimed at thesatisfaction of needs or the elimination or reductionof inner tension.

Main process theories are:

Victor Vroom-Expectancy theory

Adam`s Equity theory

McGregor`s Theory X and Theory Y

Ouchi`s theory Z

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MASLOWS

HIERARCHY OF NEEDS

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MASLOWS THEORY

We each have a hierarchy of needs that

ranges from "lower" to "higher." As lower

needs are fulfilled there is a tendency for

other, higher needs to emerge.

Daniels, 2004

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MASLOWS THEORY

Maslows theory maintains that a person

does not feel a higher need until the needsof the current level have been satisfied.

Maslow's basic needs are as follows:

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PhysiologicalNeeds

Food

Air

Water

Clothing

Sex

Basic Human Needs

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Safety Needs

Protection

Stability

Pain Avoidance

Routine/Order

Safety and Security

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Social Needs

Affection

Acceptance

Inclusion

Love and Belonging

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Esteem Needs Self-Respect

Self-Esteem

Respected byOthers

Esteem

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Self-Actualization

Achieve full potential

Fulfillment

MASLOW`S THEORY

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MASLOW S THEORY

He identified a hierarchy of human needs which individualspursue in a predicted sequence. Maslow showed how anindividual`s emphasis moved from basic to the higher needsas satisfaction at the lower level occurred.

BASIC NEEDS

SAFETY NEEDS

SOCIAL NEEDS

EGO NEEDS

SELF-FULFILMENT NEEDS

HERTZBERG`S THEORY OF MOTIVATION

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HERTZBERG S THEORY OF MOTIVATION In the late 1950s he developed his 2-factor theory from interviewing

200 engineers and accountants about events at work. The replies ledhim to conclude that there are two important factors in worksituations:

1. Satisfiers (or Motivators)

2. Dissatisfiers (or Hygiene factors)

He pointed out that the motivating factors were related to the content

f works while hygiene factors relate to the context of work. Hygieneactors are purely preventive.

Motivating Factors

Achievement

Recognition

The work itself

Responsibility

Advancement

Hygiene factors

Company policy& Information

Salary and working condition

Interpersonal relations

Technical aspects of supervision

McCLELLAND`S ACHIEVEMENT MOTIVATION

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McCLELLAND S ACHIEVEMENT MOTIVATION

THEORY

EMPHASISED THREE FUNDAMENTAL NEEDSASMOTIVATORS:

1. ACHIEVEMENT

2. AFFILIATION

3. POWER

VICTOR VROOM-EXPECTANCY THEORY

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VICTOR VROOM EXPECTANCY THEORY

Vroom believes that people will be motivated to do things to

reach a goal if they believe in the worth of that goal and ifthey can see that what they do will help them in achieving

it.FORCE = VALANCEEXPECTANCY, Where FORCE is the strength of a

person`s motivation.

Valance =The strength of an individual`s preference for an outcome.

Expectancy =The probability that a particular action will lead to a desiredoutcome.

When a person is indifferent about achieving a certain goal, a valance of

zero occurs. Likewise, a person would have no motivation to achieve agoal if the expectancy were zero.

The heart of the theory is that an individual`s performance is the result fa number of factors perception about the situation, the worker`s placein the organisation and their role etc.

ADAM`S EQUITY THEORY

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ADAM S EQUITY THEORY

Equity theory focuses on people`s feelings of how fairly

they have been treated in comparison with the treatmentreceived by others.

Adam`s argues that inequities exist whenever people feelthat the rewards obtained for their efforts are unequal to

those received by others. Unequities can led followngsituation:

1. Changing work input

2. Changing reward received

3. Leaving the situation4. Changing the reference group

5. Psychologically distorting the comparisons

MCGREGO`S THEORY X AND THEORY Y

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MCGREGO S THEORY X AND THEORY Y

Theory X-assumes that the average human being

has an inherent dislike of work and will avoid it ifpossible. Therefore, they prefer to be directed,wishes to avoid responsibility, less ambition.

Theory Y is the integration of individual andorganisational goals. It focuses on:

*Expenditure of physical and mental efforts

*Commitment to objectives

*High degree of imagination

* Self-direction and self-control

OUCHI`S THEORY Z

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OUCHI S THEORY Z

Theory Z type of company developed based onfindings from American owned and Japanese ownedmultinationals. main Characteristics are:

Long-term employment

Slow evaluation and promotion

Moderately specialised careers-which may not change

Consensual decision making

Individual responsibility

Implicit informal control but with very explicitmeasures

Concern for the employee

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STAFF MOTIVATION

PARTICIPATION

QUALITY OF WORK LIFE

JOB DESIGN

JOB ENRICHMENT JOB ENLARGEMENT

JOB ROTATION

RECOGNITION

ENCOURAGEMENT

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INTERPERSONAL SKILLS


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THE ABILITY TO RELATE TOCOLLEAGUES

CUSTOMERS,

INSPIRE OTHERS,

RESOLVE CONFLICTS,

BE TACTFUL,

UNDERSTAND CULTURES,

AND SHOW DIPLOMACY.



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THIS REQUIRES

UNDERSTANDING THE ABILITY OF PEOPLE.

ABILITY TO RESOLVE CONFLICT IN WAYS THATPROVIDE OPPORTUNITIES FOR POSITIVE

GROWTH. ABILITY TO GET ALONGWITH PEOPLE.

ABILITY TO MAINTAIN AN OPENNESS TO NEW IDEAS.

ABILITY TO WORK COOPERATIVELY WITHOTHERS.


INTERPERSONAL SKILLS AND THE ORGANIZATION

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INTERPERSONAL SKILLS AND THE ORGANIZATION

IN TODAYS BUSINESS WORLD ORGANIZATIONS

DO NOT COMPETE WITH THEIR PRODUCTS

THEY COMPETE THROUGH USING THEIR MOST

VALUABLE RESOURCE, THEIR PEOPLE, TO

MAXIMUM EFFECT

INTERPERSONAL SKILLS ARE VITAL TO ALLOW

THIS TO HAPPEN

ORGANIZATIONAL CONTEXT

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THE ORGANIZATIONAL CONTEXT OF HOW

INTERPERSONAL SKILLS ARE USED CAN BESHOWN BY THE VAST NUMBER OFINTERPERSONAL INTERACTIONS SUCH AS:

Meetings

Delegation

Motivation

Facilitation

Coaching

Problem Solving

Selling

Leading

INTERPERSONAL SKILLS AND THE

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ORGANIZATION

Working Together

Technical & EmotionalCompetence

Traditional Assets

Emotional Capital

Knowledge Capital

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WORKING TOGETHER

THE SUCCESS OF AN ORGANIZATION ISDEPENDENT UPON THE PEOPLE WITHIN ITWORKING WELL TOGETHER

INTERNALLY IN TEAMS

ACROSS TEAMS

WITHIN AND BETWEEN DEPARTMENTS ANDBUSINESS UNITS

EXTERNALLY WITH SUPPLIERS

WITH CUSTOMERS

WORKING TOGETHER

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TAKE THE RELATIONSHIP VIEWPOINT:

EFFECTIVE RELATIONSHIPS WITHIN THEORGANIZATION

EFFECTIVE RELATIONSHIPS WITH SUPPLIERS

EFFECTIVE RELATIONSHIPS WITH COMPETITORS

TO GAIN REAL COMPETITIVE ADVANTAGETHROUGH SUCH RELATIONSHIPS IN THE

LONG TERM IS DEPENDENT UPON ONESLEVEL OF INTERPERSONAL SKILLS

TECHNICAL V EMOTIONAL COMPETENCE

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TECHNICAL V EMOTIONAL COMPETENCE

TECHNICAL COMPETENCE ALLOWS YOU TO

GET TO THE STARTING LINE IN TERMS OFDEALING WITH: CUSTOMERS

COLLEAGUES

SUPPLIERS

TECHNICAL COMPETENCE IS AN EXPECTED

EMOTIONAL COMPETENCE -THE ABILITY TOREAD, UNDERSTAND AND INTERACT WITHPEOPLE IS WHAT MAKES THE DIFFERENCE INTHE LONG TERM

Tactful Conversations

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Tactful Conversations

T = Think before you speak

A = Apologize quickly when you blunder

C = Converse, dont compete

T= Time your comments

F = Focus on behavior not personality

U = Uncover hidden feelingsL = Listen to feedback

A Matter of Attitude

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A Matter of Attitude

Confidence

Confidence

Go For It Lets Both Win

Run Away Yes Boss

Lets Trade

INTERPERSONAL COMMUNICATION RAINBOW

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processmonitoring

brainstorming

facilitatingdiscussion

Socratic

directionteaching

demonstrating

presenting

HIGH

Contribution to Content

INTE

RACT

ION

Org COM CSA 2

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