copyright © 2008 wadsworth / ch. 2 organizational communication 2 2 eighth edition
TRANSCRIPT
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OrganizationalCommunication OrganizationalCommunication
22
Eighth Edition
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The Rise and Fall of Enron
© G
reg
Sm
ith/C
orb
is
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Copyright © 2008 Wadsworth / Ch. 2
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Downward
Messages flow downwarddownward through the chain of command—i.e., from manager to employee.
Includes 3 types of communication . . .Includes 3 types of communication . . .
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Downward Upward
Messages flow upwardupward through the chain of command—i.e., from employee to boss.
Includes 3 types of communication . . .Includes 3 types of communication . . .
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Includes 3 types of communication . . .Includes 3 types of communication . . .
Downward Upward
Horizontal
Messages flow laterallylaterally between people of the same rank.
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Employee performance appraisals
Job instructions
Job rationale
Policy & procedures
Motivational appeals
Normally Includes . . .Normally Includes . . .
Walt
er
Hod
ges/
Sto
ne/G
ett
y Im
ag
es
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Employee work, achievements & progress
Employee opinions & feelings
Outlines of work problems
Ideas for improvement
Normally Includes . . .Normally Includes . . .
© Jaso
n H
arr
is
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Coordinating tasks
Solving complex problems
Sharing information
Resolving conflicts
Empowering teams
Especially important for . . .Especially important for . . .
© Jaso
n H
arr
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Indicates 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
/Pic
ture
Quest
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Mutual adjustment
Direct supervision
Standardization
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Copyright © 2008 Wadsworth / Ch. 2
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TaylorTaylor(Bottom (Bottom Up—concerned
Up—concerned
with employee problems
with employee problems ))
Scientific ManagementScientific Management
BonusBonus
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Scientific design of each task
Scientific selection of workers
Adequate training & rewards
Division of labor & responsibilities
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((Top
dow
n —
conc
erne
d
with m
anag
er p
robl
ems )
)
Bureaucratic ManagementBureaucratic Management
WeberWeber
Theory XTheory X
Fayol’s BridgeFayol’s Bridge
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Fayol’s BridgeFayol’s Bridge
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Messages travel downward
Upward messages limited
Fear & distrust of management
Decisions made by top management
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Human Relations ModelHuman Relations ModelHuman Relations ModelHuman Relations Model
TLCTLC
MayoMayo
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Human Resources ModelHuman Resources ModelHuman Resources ModelHuman Resources Model
“Teams”“Teams”
QCQC Theory YTheory Y
McGregorMcGregor
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Messages travel in all directions
Decisions shared & based on complete
input
Feedback & listening encouraged
Atmosphere of confidence & trust exists
Downward messages satisfy employees
Messages travel in all directions
Decisions shared & based on complete
input
Feedback & listening encouraged
Atmosphere of confidence & trust exists
Downward messages satisfy employees
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Exploitive/Authoritative
Benevolent/Authoritative
Consultative
Participative
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Systems/Contingency ModelSystems/Contingency ModelSystems/Contingency ModelSystems/Contingency Model
“Best style all depends”“Best style all depends”
FiedlerFiedlerCultureCulture
Theory ZTheory Z
SituationSituation
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Leadership depends on three variablesAccording to Fiedler . . .According to Fiedler . . .
(1) Leader-follower relations (liked or not liked)
(2) Position of power (powerful or weak)
(3) Task structure (organized or not organized)
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Leadership depends on three variables
Task or traditional orientation best when(1) The manager well likedwell liked, powerfulpowerful, with well-well- defined tasks defined tasks.
OR(2) The manager dislikeddisliked, relatively powerlesspowerless, with poorly-defined taskspoorly-defined tasks.
According to Fiedler . . .According to Fiedler . . .
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Leadership depends on three variables
Task or traditional orientation best when
Human relations orientation best when--Manager moderately liked
--Manager somewhat powerful, and
--Tasks moderately defined
According to Fiedler . . .According to Fiedler . . .
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House says job satisfaction & performance contingent on . . .House says job satisfaction & performance contingent on . . .
Satisfaction with job
Uncertainty and difficulty of job
Communication style of supervisor
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Transformational ModelTransformational ModelTransformational ModelTransformational Model
Virtual Multiunit
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TTemporary venture among companies
Each company has specialty
Mutual adjustment as means of
coordination
Conditional employment
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Separate and autonomous
businesses
Decentralized structure
Flexibility of smaller businesses
Jose
Luis
Pela
ez,
Inc.
/CO
RB
IS
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Rational, task-oriented, usually written
Social side less important
Structured roles define expectations
Expectations determined by position
Mainly downward
Patterns of communication include . . .Patterns of communication include . . .
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Patterns of communication include . . .Patterns of communication include . . .
Supportive, but mainly downward
Employee needs treated with TLC
Feedback from employees & grapevine
Communication skills used to develop & maintain relationships
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Team oriented & participative
Info & feedback flow freely up & down
Informal communication encouraged
Communication skills needed at all levels
Patterns of communication include . . .Patterns of communication include . . .
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No single best way to communicate
Communication influenced by situation
Communication flexibility valued
Requires communication skills at all levels
Patterns of communication include . . .Patterns of communication include . . .
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Horizontal communication essential
Upward & downward communication used
Awareness of frame-of-reference
differences
Much communication electronic
Patterns of communication include . . .Patterns of communication include . . .
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