ORGANIZATION

COMMUNICATION

ORGANIZATIONAL COMMUNICATION DEFINED

Organizational Communication Definitions

Handout Communication is the basis for the way in which an organization functions Communication plays a critical role in most every aspect of organizational life A business is a group of people organized around a 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 sustained and the prime coordinating mechanism for activity designed to attain personal and organizational goals.

ORGANIZATIONAL COMMUNICATION DEFINED

the process of creating, exchanging, interpreting (correctly or incorrectly), and storing

messages within a system of human interrelationships.

the exchange of oral, nonverbal, and written messages within (and across the boundaries of) a system of interrelated and interdependent people working to accomplish common tasks and

goals within an organization.

MESSAGE-CENTERED DEFINITION

MESSAGES
nonrandom verbal symbolizations.
a use of language (written or spoken)

that the recipient interprets as having been created intentionally.

ASSUMPTIONS AND FEATURES OF ORGANIZATIONAL COMMUNICATION

Communication is central to the

existence of the organization

Organizational communication is a

complex process (creating, exchanging, interpreting, and storing messages)

Misunderstandings occur

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

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

WHAT IS AN ORGANIZATION?
IN SHORT PEOPLE ARE SEEN
FACILITATE :

COMMUNICATING - ORGANIZATIONS
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.

COMMON THEMES IN ORGANIZATIONAL COMMUNICATION

The use of language as a symbolic means of

inducing cooperation in beings that by nature respond to symbols, constitutes our disciplinary foundation . . . A concern with collective action, agency, messages, symbols, and discourse. Mumby & Stohl
How messages are sent and understood through the use of language, forms the basis of communication in general and organizational communication specifically.

ORGANIZATIONAL COMMUNICATION: WHATS IN IT FOR YOU?

Better equipped to address contemporary workplace issues.

Development of a temporary workforce Implementation of teams Adoption of new technologies Multiculturalism

Trained to focus on the complex and

collaborative nature of communicating, organizing and knowing.

ORGANIZATIONAL COMMUNICATION: WHATS IN IT FOR YOU?

More articulate about ideas.
Understand the task of organizing

individuals, groups, projects, and thoughts.

Knowing/Learning how to learn.

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

ORGANIZATIONAL COMMUNICATION
EVERY MANAGEMENT FUNCTION AND ACTIVITY :

PLANNING, CONTROLLING, DECISION MAKING, LEADERSHIP AND PLANNING ORGANISING DIRECTING

FORECASTING PLANNING ORGANISING INSTRUCTING

STAFFING,

COORDINATING
BUDGETING

COORDINATING
CONTROLLING

CAN BE CONSIDERED COMMUNICATION ORGANIZATIONAL

PERFORMANCE CORRELATES DIRECTLY WITH THE QUALITY OF

COMMUNICATION. AN AVERAGE MANAGER SPENDS MORE TIME IN COMMUNICATING THAN DOING ANYTHING ELSE.

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

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 OF PEOPLES RELATIVE POSITION WITH AN ORGANIZATION

ORGANIZATION CHART
DIAGRAM SHOWING THE FORMAL STRUCTURE OF

AN ORGANIZATION AND INDICATING WHO IS TO COMMUNICATE WITH WHOM

INTERNAL COMMUNICATION

DETERMINATION OF TASKS, PRINCIPLES AND

OBJECTIVES
ANALYSIS OF THE EMPLOYEES KNOWLEDGE

AND IMAGE OF THE ORGANIZATION

DETERMINATION OF FOCUS AREAS IN DEVELOPING COMMUNICATION RESPONSIBILITIES AND RESOURCES

EXTERNAL COMMUNICATION

REPUTATION - MANAGEMENT
REPUTATION - CAPITAL

THE ROLE OF COMMUNICATION IN ORGANIZATIONS

key purposes: Direct action: to get others to behave in desired fashion Achieve coordinated action
Systematic sharing of information + interpersonal side with the focus on interpersonal relations between people

COMMUNICATION
The social glue that continues to keep the organization tied together The essence of organization A key process underlying all aspects of organizational operations

Properly managing communication processes is central to organizational functioning

ORGANIZATIONAL STRUCTURE: DIRECTING THE FLOW OF MESSAGES

Organizational structure: The formally prescribed pattern of interrelationships existing between the various units of an organization Dictating who may and may not communicate with whom Abstract construction Depicted in Organizational Charts

ORGANIZATIONAL CHARTS

Ideal type Staff & Line Systems

Ideal Type Multitask Systems

ORGANIZATION CHART AND FORMAL COMMUNICATIONS

SECRETARY

Information

Instructions and Directives

Upward Communication

AS

Sr. JS/JS

DS

DS

DS

DS

SO

SO
Horizontal Communication
Efforts at Coordination

Downward Communication

FORMAL COMMUNICATION
The process of sharing official information with others who need to know it.
According to the prescribed patterns

depicted in an organization chart.

FORMAL COMMUNICATION
President

Instructions and directives

Information

Vice President

Vice President

Manager

Manager

Manager

Manager

Efforts at coordination

FORMAL COMMUNICATION
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

CENTRALIZED NETWORKS
One central person
Unequal access to information Central person is at the crossroads of the

information flow

COMMUNICATION STRUCTURES CENTRALIZED

COMMUNICATION STRUCTURES CENTRALIZED

Wheel

COMMUNICATION STRUCTURES CENTRALIZED

Chain

DECENTRALIZED NETWORKS
Information can flow freely
No central person All members play an equal role in the

transmittal of information

Communication Structures DECENTRALIZED

Circle

Communication Structures DECENTRALIZED

Comcon

INFORMAL COMMUNICATION STRUCTURES

Deviation from the planned communication structure
Direction of the flow of information
Leaving out people in the communication line Integrating people into the communication line

Informal Networks
E K C H G F B I X J

D J

D
C B

G F H J A K I A Probability

C
B

I D

Gossip A Chain

F A

Cluster

NETWORK ROLES

Bridge Liaison Isolate Isolated Dyad Cosmopolites

INFORMAL ORGANIZATION

INFORMAL COMMUNICATION
information shared without any formally imposed obligations or restrictions
if an organizations formal communication represents its skeleton, its informal communication constitutes its central nervous system

grapevine
An organizations informal channels of

communication, based mainly on friendship or acquaintance origin: American Civil War [grapevine telegraphs]

Grapevine
1. a secret means of spreading or receiving information 2. the informal transmission of

(unofficial) information, gossip or rumor from personto-person -> "to hear about

something through the grapevine"

3. a rumor: unfounded report;

hearsay

GRAPEVINE CHARACTERISTICS
Oral mostly undocumented Open to change
Fast (hours instead of days) Crossing organizational boundaries

GRAPEVINE CHARACTERISTICS
Inaccuracy:
Levelling

Deletion of crucial details Sharpening Exaggeration of the most dramatic details

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

GRAPEVINE FIGURES
70% of all organizational communication occurs at the grapevine level Estimated accuracy rates: 75-90% The incorrect part might change the meaning of the whole message though An estimated 80% of grapevine information

is oriented toward the individual while 20% concerns the company

Factors Influencing Grapevine Activity I

According to Gordon Allport: Importance of the subject for both listener and speaker Ambiguousness of the facts
Formula:

R=ixa
R: i: a: intensity of the rumor importance of the rumor to the persons ambiguity of the facts associated with the rumor

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 is limited

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 a

large group of subordinates (inofficially!)

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

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 trial run

PREVENTING RUMORS
Provide information through the formal system of communication on the issues important to the employees Supply employees with a steady flow of clear, accurate and timely information
Present full facts

Keep formal communication lines open and the process as short as possible

IMPROVING UPWARD COMMUNICATION

FORMAL GRIEVANCE PROCEDURES

EMPLOYEE ATTITUDE AND OPINION

SURVEYS SUGGESTION SYSTEMS OPEN-DOOR POLICY INFORMAL GRIPE SESSIONS TASK FORCES EXIT INTERVIEWS

THREE SKILLS NEEDED TO BE A GOOD MANAGER

Interpersonal Skills

Oral Presentation Managerial Skills

Writing

Max Weber:

Theory of Bureaucracy

Organization is a system of purposeful

interpersonal activity designed to coordinate tasks. Power is the ability of a person to influence others and overcome resistance. Legitimate authority is power authorized formally by the organization. Bureaucratic authority is power vested in supervisors and managers by virtue of rules.

THEORETICAL PRIORITIES IN ORGANIZATIONAL COMMUNICATION

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 be communication correlates of good supervision? 1970s: What are the communication components and correlates of organizational communication climates? What are the characteristics and distribution of key communication roles within organizational networks? til now: Organizations are a system of interdependent variables.
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 parts

together and facilitate their adjustment to each other? What are the goals sought by the system?

GORDON LIPPITTS ORGANIZATIONAL HEALTH

Task dimensions
Goal focus Communication adequacy Optimum power utilization

Social dimensions
Resource utilization Cohesiveness Morale

Growth dimensions

Innovativeness Autonomy Adaptation Problem-solving adequacy

PETER F. DRUCKERS KEY LEADERSHIP

Key leadership tasks must be done if the

organization is to be successful. On the other hand, the organization cannot function unless the routine tasks are taken care of as well. The answer, of course, is effective delegation of these routine tasks so the key leaders have time for their genuinely more important responsibilities.

Key Leadership Tasks

Thinking through the mission of the organization
Setting the standards and good examples

Building the human organization

Relating to the public Perform ceremonial functions Attend to crisis after crisis whenever

necessary

REQUIREMENTS FOR KEY LEADERSHIP

Analysis of key leadership tasks
Key leadership tasks assigned Key leadership team Delegation of operating tasks

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 is the 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 that people put into their activities.

INFLUENCES OF MOTIVAION
VALUES: They affect the types of activity that people will

find appealing and secondly they influence people`s motivation towards specific outcomes such as money, power and prestige.
BELIEFS: people must believe that what is required of them

is possible to achieve and also they need to believe that by performing well, they will personally benefit from their efforts.
ATTITUDES: A person with a positive attitude towards the

organisation will be more likely to come to work regularly.

NEEDS
GOALS: A goal provides a target to am at,something to

aspire to and goals provide a standard of performance.

THEORIES OF MOTIVATION
CONTENT THEORIES: Content theories are sometimes

known as need theories and focus on the needs served by work. The motivation of a person depends on the strength of their needs.
Perceived needs Motivating Force (Tension)

Activity

Goal Achieved

Main content theories are: Maslow`s Needs Hierarchy Herzberg`s two-factor theory McClelland`s achievement motivation

THEORIES OF MOTIVATION

PROCESS THEORIES: process theories focus on the goals and processes by which workers are motivated. They attempt to explain and describe how people start, sustain and direct behaviour aimed at the satisfaction of needs or the elimination or reduction of 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

MASLOWS HIERARCHY OF NEEDS

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

MASLOWS THEORY
Maslows theory maintains that a person
does not feel a higher need until the needs

of the current level have been satisfied.

Maslow's basic needs are as follows:

Basic Human Needs

Food Air Water Clothing

Sex

Physiological Needs

Safety and Security

Protection

Stability
Pain Avoidance Routine/Order

Safety Needs

Love and Belonging

Affection Acceptance Inclusion

Social Needs

Esteem Esteem Needs

Self-Respect

Self-Esteem
Respected by Others

Self-Actualization

Achieve full potential Fulfillment

MASLOW`S THEORY
He identified a hierarchy of human needs which individuals pursue in a predicted sequence. Maslow showed how an individual`s emphasis moved from basic to the higher needs as satisfaction at the lower level occurred. BASIC NEEDS SAFETY NEEDS SOCIAL NEEDS EGO NEEDS SELF-FULFILMENT NEEDS

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 led him to conclude that there are two important factors in work situations: Satisfiers (or Motivators) Dissatisfiers (or Hygiene factors)

1. 2.

He pointed out that the motivating factors were related to the content f works while hygiene factors relate to the context of work. Hygiene actors 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 THEORY

EMPHASISED THREE FUNDAMENTAL NEEDSAS MOTIVATORS:
1. ACHIEVEMENT
2. AFFILIATION 3. POWER

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 if they 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 desired outcome. When a person is indifferent about achieving a certain goal, a valance of zero occurs. Likewise, a person would have no motivation to achieve a goal if the expectancy were zero. The heart of the theory is that an individual`s performance is the result f a number of factors perception about the situation, the worker`s place in the organisation and their role etc.

ADAM`S EQUITY THEORY

1. 2.

3.
4. 5.

Equity theory focuses on people`s feelings of how fairly they have been treated in comparison with the treatment received by others. Adam`s argues that inequities exist whenever people feel that the rewards obtained for their efforts are unequal to those received by others. Unequities can led followng situation: Changing work input Changing reward received Leaving the situation Changing the reference group Psychologically distorting the comparisons

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 if

possible. Therefore, they prefer to be directed, wishes to avoid responsibility, less ambition.
Theory Y is the integration of individual and

organisational 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
Theory Z type of company developed based on findings from American owned and Japanese owned multinationals. 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 explicit measures Concern for the employee

STAFF MOTIVATION
PARTICIPATION
QUALITY OF WORK LIFE JOB DESIGN

JOB ENRICHMENT
JOB ENLARGEMENT JOB ROTATION RECOGNITION ENCOURAGEMENT

INTERPERSONAL SKILLS

INTERPERSONAL SKILLS
THE ABILITY TO RELATE TO COLLEAGUES
CUSTOMERS, INSPIRE OTHERS,

RESOLVE CONFLICTS,
BE TACTFUL, UNDERSTAND CULTURES, AND SHOW DIPLOMACY.

INTERPERSONAL SKILLS
THIS REQUIRES UNDERSTANDING THE ABILITY OF PEOPLE. ABILITY TO RESOLVE CONFLICT IN WAYS THAT PROVIDE OPPORTUNITIES FOR POSITIVE GROWTH.

ABILITY TO GET ALONGWITH PEOPLE.

ABILITY TO MAINTAIN AN OPENNESS TO NEW IDEAS. ABILITY TO WORK COOPERATIVELY WITH OTHERS.

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
THE ORGANIZATIONAL CONTEXT OF HOW

INTERPERSONAL SKILLS ARE USED CAN BE SHOWN BY THE VAST NUMBER OF INTERPERSONAL INTERACTIONS SUCH AS:
Meetings Delegation Coaching Problem Solving

Motivation

Selling

Facilitation

Leading

INTERPERSONAL SKILLS AND THE ORGANIZATION

Working Together

Technical & Emotional Competence

Traditional Assets

Emotional Capital

Knowledge Capital

WORKING TOGETHER
THE SUCCESS OF AN ORGANIZATION IS

DEPENDENT UPON THE PEOPLE WITHIN IT WORKING WELL TOGETHER

INTERNALLY
IN TEAMS ACROSS TEAMS WITHIN AND BETWEEN DEPARTMENTS AND

BUSINESS UNITS

EXTERNALLY
WITH SUPPLIERS WITH CUSTOMERS

WORKING TOGETHER
TAKE THE RELATIONSHIP VIEWPOINT:
EFFECTIVE RELATIONSHIPS WITHIN THE

ORGANIZATION EFFECTIVE RELATIONSHIPS WITH SUPPLIERS EFFECTIVE RELATIONSHIPS WITH COMPETITORS

TO GAIN REAL COMPETITIVE ADVANTAGE

THROUGH SUCH RELATIONSHIPS IN THE LONG TERM IS DEPENDENT UPON ONES LEVEL OF INTERPERSONAL SKILLS

TECHNICAL V EMOTIONAL COMPETENCE

TECHNICAL COMPETENCE ALLOWS YOU TO GET TO THE STARTING LINE IN TERMS OF

DEALING WITH:
CUSTOMERS COLLEAGUES SUPPLIERS

TECHNICAL COMPETENCE IS AN EXPECTED

EMOTIONAL COMPETENCE -THE ABILITY TO READ, UNDERSTAND AND INTERACT WITH PEOPLE IS WHAT MAKES THE DIFFERENCE IN THE LONG TERM

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 feelings L = Listen to feedback

A Matter of Attitude

Go For It

Lets Both Win

Confidence Run Away

Lets Trade

Yes Boss

Confidence

INTERPERSONAL COMMUNICATION RAINBOW

HIGH I facilitating N discussion T E brainstorming R A process C monitoring T I O N Contribution to Content LOW Socratic direction

teaching
demonstrating

presenting

HIGH