communicating for results 9e 2 key ideas formal and informal communication coordination of people...
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Communicating for Results
9e
2Key Ideas
•Formal and Informal communication•Coordination of people and groupsOrganization Models
Organizational Communication
1Copyright Cengage © 2011
Consider this . . . Consider this . . .
It is structure that enables It is structure that enables people to work together, and in so people to work together, and in so doing to accomplish things doing to accomplish things beyond the abilities of beyond the abilities of unorganized individuals.unorganized individuals.
Wagner & Hollenbeck, Organizational Behavior, Southwestern, 2004
2Copyright Cengage © 2011
Read or describe the case studyAnswer the following questions:
What type of informal/formal communication was used at Enron?
Which organizational model was used?What role did rank and yank play in
Enron’s unethical practices?
Copyright Cengage © 2011 3
The Rise and Fall of EnronThe Rise and Fall of Enron
Formal CommunicationFormal CommunicationIncludes 3 types of communication Inside the organization. . .Includes 3 types of communication Inside the organization. . .
Downward UpwardHorizontal
Messages flow laterallylaterally between people of the same rank.
Messages flow upwardupward through the chain of command—i.e., from employee to boss.
Messages flow downwarddownward through the chain of command—i.e., from manager to employee.
4Copyright Cengage © 2011
Downward CommunicationDownward Communication
Employee performance appraisals
Job instructions
Job rationale
Policy & procedures
Motivational appeals
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Upward CommunicationUpward Communication
Employee work, achievements &
progress
Employee opinions & feelings
Outlines of work problems
Ideas for improvement
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Informal CommunicationInformal Communication
This is commonly known as The Grapevine
Indicates the health of the organization Adds to employee satisfaction &
commitment Indicates employee concerns >
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Informal CommunicationInformal Communication
Is 75-95% accurate Travels fast Effective managers use The
Grapevine
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Informal CommunicationInformal CommunicationIndicates the health of the organization
Adds to employee satisfaction & commitment
Indicates employee concerns
Is 75-95% accurate
Travels fast
Information carried by the “Grapevine” . . Information carried by the “Grapevine” . . ..
Thom
as
Perd
ew
/Focu
s G
roup
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Quest
9Copyright Cengage © 2011
Coordination of People and GroupsCoordination of People and Groups
Mutual adjustment – horizontal communication between peers who meet to make work decisions
Direct supervision – supervisors have the authority to organize and direct work
Standardization – specific written standards for tasks, output levels, skills and workplace norms
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Organization Models: Organization Models: Traditional (or Classical) ModelTraditional (or Classical) Model
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Scientific Bureaucratic
Standardized employee tasks Organization Structure
Example: Taylor’sExample: Taylor’s Best Best WayWay
•Scientific design of each task•Scientific selection of workers•Adequate training and rewards for productivity•Division of both labor and responsibilities
Example: Fayol’s Fayol’s Best WayBest Way
•Specific organizational structure•Clear division of labor•Formal chain of command
Fayol’s BridgeFayol’s Bridge
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AA
CCBB
GGFFEEDD
Fayol’s bridge:Fayol’s bridge:Bypasses chainBypasses chainOf commandOf command
Normal line of communication
X XXXXXXXXXX
Human Relations ModelHuman Relations Model
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MayoMayo
Human Relations ModelHuman Relations Model
Pioneered by Elton Mayo and colleagues between 1927 and 1932
Based on conclusions of Hawthorne plant studyWorkers in relaxed congenial work
groups with supportive supervisors are more productive
Peer relationships significantly influences productivity
Copyright Cengage © 2011 14
Human Resources ModelHuman Resources Model
QCQC Theory YTheory Y
McGregorMcGregor
TeamsTeams
15Copyright Cengage © 2011
Human Resources and Human Human Resources and Human Relation ModelsRelation Models
Human Relations• People wish to be liked and
respected.• If there needs are met, employees will
produce for the organization.• Managers should convince workers that
they are valuable team members.• Managers should allow employee
participation in routine decision making.• Sharing information with employees will
increase their satisfaction, which will improve their morale and reduce resistance to authority, thus improving productivity.
Human Resources• Most people desire a sense of
accomplishment.• Most employees have untapped
resources and are capable of more than most jobs allow.
• Managers should tap and guide each employee’s hidden talents and creativity to harmonize with organizational goals.
• Managers should allow (and encourage employee participation in routine and important decision making situations
• Employee satisfaction is a by-product of improved performance
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McGregor’s Theory XMcGregor’s Theory X
Messages travel downward
Upward messages limited
Fear & distrust of management
Decisions made by top management
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Bureaucratic
McGregor’s Theory YMcGregor’s Theory YMessages travel up and down in the
organization
Decisions shared & based on input from all levels
Feedback is encouraged in an upward direction >
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McGregor’s Theory YMcGregor’s Theory YAtmosphere of confidence & trust
exists
Downward messages satisfy needs of employees
Decision making is based on messages from all levels improving decision accuracy and quality
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Beliefs of Theory X and Y ManagersBeliefs of Theory X and Y Managers
Theory X (Traditional)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.
Theory Y (Human 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 people are only partly utilized in modern organizations.
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Elements of Likert’s Four SystemsElements of Likert’s Four Systems
Supportive relationships based on trust
Group decision making and group supervision
High performance goals Formal and informal
communication
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© Jaso
n H
arr
is
Systems/Contingency ModelSystems/Contingency Model
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FiedlerFiedlerCultureCulture
Theory ZTheory Z
SituationSituation
One model doesOne model does not fit all not fit all One model doesOne model does not fit all not fit all
Systems TheorySystems Theory
Concerned with the organization as a whole
All types of communication and feedback essential
One person can affect the entire organization
Used to build and maintain corporate culture
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Contingency TheoryContingency Theory
Leadership depends on three variables Leader-follower relations (liked or not
liked)
Position of power (powerful or weak)
Task structure (organized or not organized)
Task or traditional leadership best whenManager well liked or is disliked
Tasks well-defined or is poorly defined >Copyright Cengage © 2011 24
Contingency TheoryContingency Theory
Human Relations Orientation best whenManager is moderately liked
Manager is somewhat powerful
Tasks are moderately defined
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Path-Goal TheoryPath-Goal Theory
Developed by Robert House (1971)Identified factors of job performance
and satisfaction
Satisfaction with job
Uncertainty and difficulty of job
Communication style of supervisor
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Transformational ModelTransformational Model
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Virtual Virtual MultiunitMultiunit
Communication Patterns:Communication Patterns:Traditional ModelTraditional Model
Rational, task-oriented, usually written
Social side less important Structured roles define expectations Expectations determined by position Mainly downward
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Communication Patterns:Communication Patterns:Human Relations ModelHuman Relations Model
Supportive, but mainly downward
Employee needs treated with TLC
Feedback from employees & grapevine
Communication skills used to develop & maintain relationships
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Communication Patterns:Communication Patterns:Human Resources ModelHuman Resources Model
Team oriented & participative Info & feedback flow freely up &
down Informal communication encouraged Communication skills needed at all
levels
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Communication Patterns:Communication Patterns:Systems/Contingency ModelSystems/Contingency Model
No single best way to communicate Communication influenced by
situation Communication flexibility valued Requires communication skills at all
levels
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Communication Patterns:Communication Patterns:Transformational ModelTransformational Model
Horizontal communication essential Upward & downward communication
used Awareness of frame-of-reference
differences Much communication electronic
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Communicating for Results
9e
2Key Ideas
•Formal and Informal communication•Coordination of people and groupsOrganization Models
Organizational Communication
33Copyright Cengage © 2011