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Introduction to Communication - Panama
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Introduction to Communication - Panama
Communicating in Organizations
Chapter 11
..
Organization
Defined: A human group that has been deliberately designed so as to achieve a desired objective.
Introduction to Communication - Panama
The Importance of Organizational Communication
Introduction to Communication - Panama
• Your life is shaped by organizations everyday
• Organizations influence individuals; individuals influence organizations
• Understanding organizations enhances professional success
The Importance of Organizational Communication
Introduction to Communication - Panama
Defining Organizational Communication
Organizational Communication
Defined: The transmission of messages through both the formal and informal channels of a relatively large, deliberately designed group, resulting in the construction of meanings that have influences on its members, both as individuals and on the group as a whole.
Introduction to Communication - Panama
• Organizations are the set of interactions that members of groups use to
accomplish their individual and common goals
• Communication Functions– Production
– Maintenance
– Innovation• Communication Structure – occurs within hierarchy
– Downward
– Upward
– Horizontal
– Formal
– Informal
What is Organizational Communication?
Introduction to Communication - Panama
• Organizational culture is a pattern of shared beliefs, values, and behaviors within a given organization– Composed of languages, habits, rituals, ceremonies,
etc– Develop to integrate new members
• To understand organizational culture, look to– Artifacts– Stated beliefs– Underlying values
Organizational Culture
Introduction to Communication - Panama
Organizational Communication and the Individual
Introduction to Communication - Panama
• Processes that influence individuals in regard to their participation/membership with an organization– Organizational identification – when individual
values overlap with organizational values– Processes can be active, passive, and
interactive information-seeking strategies
Assimilation
Introduction to Communication - Panama
• Semantic-Information Distance– Information/Understanding Gaps– Upward Distortion
• Perceptual Co-Orientation• Successful Supervisor-Subordinate
Communication– Openness– Supportive– Motivation– Empowerment– Ingratiation
Supervisor-Subordinate Communication
Introduction to Communication - Panama
• Horizontal Communication
• Formal/Professional• Informal/Personal• Supervisors can
encourage effective coworker communication
Communicating With Coworkers
Introduction to Communication - Panama
• Emotion Labor – Requirement to display specific emotions– Rmotional display rules
• Stress/Burnout – Emotional exhaustion– Lack of sense of personal accomplishment– Depersonalization– Role conflict/confusion/ambiguity
• Work-Life Conflict– Balance issues– Pressure to prioritize work
Organizational Dilemmas
Introduction to Communication - Panama
The Individual, Organizational Communication, and Society
Introduction to Communication - Panama
• Contingent employees– Work in temporary,
part-time, or subcontractor positions
– “Disposable workforce”
• Urgent organizations
Influence of Organizations on Individuals and Society
The new social contract◦More change for employees
Introduction to Communication - Panama
• Organizational Communication and Power– Bullying– Sexual Harassment– Employee Privacy and Monitoring
Organizations, Communication, and Power
Introduction to Communication - Panama
• One of the most important societal factors • Increasing connectedness (economic,
political, cultural) to others around the globe
• More intercultural contact• Homogenizing effects on organizational
practices
Globalization
Introduction to Communication - Panama
• Repeated, hostile behaviors • Occurring over an extended period • Intended to do harm to parties who can’t
defend themselves• 30% of workers have been bullied• Few strategies are successful in managing
bullies
Bullying
Introduction to Communication - Panama
• Quid pro quo, inappropriate displays– Touching, names, date requests,
displays w/ sexual content• Primarily a communicative
behavior• Responses
– Confronting harasser– Complain to HR or supervisor– Legal– Leaving
Sexual HarassmentUnwanted sexual attention that interferes w/ ability to do one’s job
Introduction to Communication - Panama
• 76% of employers monitor workers web connections
• Also includes drug testing, • Video, e-mail, instant message, phone,
location monitoring, • Personality & psychological testing• Keystroke logging• Monitoring can decrease morale &
increase worker stress
Employee Privacy & Monitoring
Sociocultural Situations• People get together in organizations in
carefully organized patterns so as to accomplish certain goals that could not be attained in alternative groups settings
• The needs of a populationare provided not only by an economic system, butalso by social institutions
Social Institution
• Defined: A broad configuration of closely related cultural elements and organized social activities that are essential to fulfilling a perceived basic need of the social order.
Society’s Need for Organizations
• Every society has basic social institutions– Educational– Government– Religious– Economic– Family– Many Others
Bureaucracy as a Prerequisite
Bureaucracy: A deliberately designed plan of the goals, norms, roles, ranks, and controls in an organization
Bureaucracy as a Prerequisite
• Why do you need it?– Group size– Task complexity
Bureaucracy as a Prerequisite
An effective organization must have a formal communication network that will maintain group cohesion as well as facilitate attaining the group’s goals.
Big Boss
Underboss Underboss Underboss
Peon Peon PeonPeon
The Classical Theory of Bureaucracy
Max Weber
Max Weber, a German social scientist
The Emergence of Rational Society
• Social order held together by rational lines of thought
The Emergence of Rational Society
Leadership is based legal-rational power and not on tradition or charisma
The Emergence of Rational Society
• Nobody has a “legitimate” right to leadership; technical managerial skills is the key to good leadership
Weber’s Principles
1. Fixed Rules2. A rationally defined division of labor3. A clear graded hierarchy of power and
authority4. A fixed and universalistic system of
sanctions
Three General Theories of Organizational Design, Management, and Communication
1. Human Use Perspective2. Human Relations Perspective3. Human Resources Perspective
Human Use Perspective Developed between 1800s and late 1920s
Wage Formula
Adam SmithScottish Economist1723-1790
Wealth of Nations
“Wage-incentive-system”• Wages were the only means to motivate employees• Production norms established• Bonuses were tied to norms• Very popular system
– Employers loved it– Employees hated it
“Scientific Management”
• Time and Motion studies
• First person to use a scientific approach to the study of production
Organization Chart
• French engineer, Henri Fayol• Communication should be restricted to the tasks
and operations related to the work being done
Manager
Worker Worker Worker
Peon Peon Peon
Low Peon
Weber, Taylor, Fayol
• Attention on the essential nature of deliberate planning while designing communication systems within organizations
Human Relations Perspective1920s – 1960s
Hawthorne Studies1924-1932
• Effects of lighting on working conditions• Personal and social characteristics of
workers are crucial factors in the work process
• Perceived attention is powerful• Informal communication plays an
important part in worker productivity
Hawthorne Studies1924-1932
• Managers must design communication systems in organizations that will produce high job satisfaction
Hawthorne Effect
The phenomenon in which subjects in behavioral studies change their performance in response to being observed.
Hawthorne Conclusions
1. The aptitudes of individuals are imperfect predictors of job performance.
2. Informal organization affects productivity. 3. Work-group norms affect productivity.. 4. The workplace is a social system.
Decline of the Human Relations Perspectives
“Caring” and “Sympathetic” was sometimes construed as “Weak” and “Indecisive”
Decline of the Human Relations Perspectives
Was the perspective too idealistic?
Human Resources Perspective
Human Resources Perspective
W. Edwards DemingAmerican Statistician
Deming’s Objective
• Produce goods of maximum quality
• Loyalty and dedication are keys
Quality Control Circle
Frequent discussions with employee input; management listens
Human Resources vs.
Human Relations• Employees viewed as potential resources
for the organization• Management tries to minimize
communication barriers• Management motivates workers toward
quality, not just output
A Contemporary Perspective:Systems Theory
• Mutual Dependence• Synergy• Balance• Communication
as ‘glue’
The design for the content, transmission, and reception of messages dictates who can say what to be received by whom about specific kinds of topics by communication with what medium in order to achieve specified types of goals
The Flow of Messages in Large Organizations
1. Formal Communication through official channels
2. Informal communication in organizational settings
3. Distortion of messages in the grapevine4. Consequences of formal and informal
communication
Formal Communication through Official Channels
• Vertical transmission
Boss
Manager Manager Manager
Worker Worker Worker Worker Worker Worker
Peon
Peon
Peon
Peon
Peon Peon Peon
Upward Flowing Messages
1. Routine operational messages
2. Assessment by experts
3. Feedback on completion of tasks
4. Reports on problems
Downward Flowing Messages
1. Requests2. Specific orders and
instructions3. Operating guidelines4. Policy-shift
directives
Critical Importance of Some Messages
Mistakes?
Accuracy and Distortion
Upward Messages
1. Condensed2. Simplified3. Standardized4. Idealized5. Synthesized
Downward Messages
Selective exposure
Downward Messages
Selective attention and listening
Downward Messages
Selective perception
Downward Messages
Selective retention and recall
Downward Messages
Selective action
Downward Messages
Vocabulary differences
Informal Communication in Organizational Settings
Socially validated constructions of meanings
Informal Communication in Organizational Settings
• Speed• Rumors• Gossip• Speculation• Interpretations
Distortion of Message in the Grapevine
Two general patterns of distortion1. Embedding2. Compounding
Embedding
• Leveling• Sharpening• Assimilation
Compounding
• Original story is relatively brief
• Original story is of a threatening or disturbing nature
Grapevine and Managers
• Accept it and don’t try to eliminate it• Acknowledge that it should remain
unrestrained• Do not underestimate its power• Use it• Maintain all formal channels of
communication• Remind organizational members to
question and assess its accuracy
Consequences of Formal and Informal Communication
Unique organizational cultures develop from two basic sources
1. Official organization as it functions with its carefully defined channels of formal communication
2. Micro subcultures of many spontaneously formed peer groups among the workers
Consequences of Formal and Informal Communication
Conflicting CulturesPotential for differences between subgroups within an organization is always there.
Consequences of Formal and Informal Communication
Organizational Cohesion(Features of the organization that keep it together)
1. Dependency-based cohesion2. Division of labor3. Formal Communication
Introduction to Communication - Panama
• Ethics and Organizational Communication– Individual Perspective – ethical demands on
the individual– Communal Perspective – ethical demands on
all members
Ethics and Organizational Communication
Introduction to Communication - Panama
• We tend to focus on individual rights & responsibilities
• Communal approach focuses on the common good– Morality is based on consequences for the group
• But when organizations are unethical, no individuals may be held responsible
• Most ethical approach considers needs of individual & community and holds community and leaders responsible
Ethics & Organizational Communication
Introduction to Communication - Panama
• Managing conflict with coworkers– Prepare for the conflict, use strategy control– Decide if the issue is worth confronting right
away or at all– Try to understand each party’s goal– Plan the interaction before engaging in it
Improving Your Organizational Communication
End of Session