organizational communication chapter 9 chapter 9

Organizational Communication

Chapter 9Chapter 9

Introduction

Organization structure determines who works togetherIt is the way managers design their firms to

achieve their organization’s mission and goals

Organizational communication flows through its structure, which affects:behaviorhuman relationsperformance

The transition from an economy based on materials to an economy based on flows of

information has created considerable challenges for organizational structure, and

communication.

Principles of Organization (1 of 3)

Division of Labor and DepartmentalizationDivision of labor, or work specialization – refers

to the degree to which tasks are subdivided into separate jobs

Departmentalization – grouping of related activities into units

Chain of Commandline of authority from the top to the bottom of the

organization, which is shown in an organization chart

Principles of Organization (2 of 3)

Span of Managementrefers to number of employees reporting to a

manager

Centralized and Decentralized AuthorityWith centralized authority, top managers make

important decisionsWith decentralized authority, middle and first-line

managers make important decisions where the action is

Principles of Organization (3 of 3)

CoordinationWith the division of labor and

departmentalization comes the need to coordinate the work of all departments

Questions and Answers for Designing Organizational Structure:

Questions Answers

How should we subdivide work? Division of Labor and Departmentalization

Who should departments and individuals report to?

Chain of Command

How many individuals should report to each manager?

Span of Management

At what level should decisions be made?

Centralization vs. Decentralization

How do we get everyone to work together as a team?

Coordination

Common Types of Departmentalization (1 of 4)

Divisional Territory Matrix

Product Customer

Functional

Common Types of Departmentalization (2 of 4)

Functional Departmentalizationinvolves organizing departments around

essential input activities, such as:production and operations finance and accountingmarketing and saleshuman resources

Product (Service) Departmentalizationinvolves organizing departments around goods

and services provided

Common Types of Departmentalization (3 of 4)

Customer Departmentalization involves organizing departments around the needs

of different types of customers with unique needs calling for different sales staffs and products

Divisional Departmentalization (M-Form)the firm develops independent lines of business

that operate as separate companies, all contributing to the corporation profitability

Territory (Geographic) Departmentalization involves organizing departments in each area in

which the enterprise does business

Common Types of Departmentalization (4 of 4)

Matrix Departmentalizationcombines the functional and product

departmental structuresCombination

many large companies have more than one form of departmentalization

Contemporary Organization Design

VirtualOrganizations

BoundarylessOrganizations

E-Organizations

LearningOrganizations

Team Organizationsand

Reengineering

American and Japanese Organization Structures

Division of labor tends to be a bit less specialized in Japan

Both countries use the same types of departmentalization

American organizations tend to be quicker to hire, lay off, and to change jobs than the Japanese

Organizational Communication

Organizational communication – the compounded interpersonal communication process across an organization

Communication flows in an organization are:VerticalHorizontal

Grapevine (multidirectional)

Vertical and Horizontal Communication

Vertical CommunicationThe flow of information

both up and down the chain of command

Formal communicationRecognized as officialStatus and power are

not equal among participants in vertical communication

Horizontal Communication

• The flow of information between colleagues and peers

• Informal communication

• Does not follow the chain of command

• Not recognized as official

Grapevine Communication

Grapevine – the informal vehicle through which messages flow throughout the organization

“When the grapevine allows employees to know about a management decision almost before it is made, management must be doing something right.”

Communication Networks

Communication networks – sets of employees who have stable contact through which information is generated and transmitted

Two major types of communication networks:

1. within organizations 2. within departments and small

groups

Message Transmission Channels

Oral Communication

Written Communication

Nonverbal Communication

Oral Communication Media

Face-to-Face Telephone

Meetings Presentations

Written Communication (1 of 2)

With increased use of e-mail, managers substitute face-to-face communication with e-mail

Communication Objective GuidelinesMemosLettersReportsBulletin board noticesPostersComputers/e-mailFax

Written Communication (2 of 2)

Writing skills Grammar – rules for use of the eight parts

of speech To simplify grammar, we use subjects,

predicates, modifiers, and connectives

Nonverbal Communication

FacialExpressions

VocalQualities

Gestures Posture

Emotions (1 of 2)

Emotional labor – requires the expression of desired emotions during interpersonal relations

• Universal emotions:– happiness– surprise– fear– sadness– anger– disgust

Emotions (2 of 2)

Understanding FeelingsFeelings are subjective – they tell you people’s

attitudes and needsFeelings are usually disguised as factual

statementsFeelings are neither right nor wrong but behavior

is

Gender DifferencesGlobal Differences

Dealing with Emotional Employees

Calming the emotional personUse reflecting responses

Criticism

Getting Criticism Giving Criticism

Guidelines for Giving Effective Criticism

Give more praise than criticismCriticize immediatelyCriticism should be performance orientedGive specific and accurate criticismOpen on a positive note and close by

repeating what action is needed