organizational communication chapter 9 chapter 9
TRANSCRIPT
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