Organizational communication

Steps to giving good feedback and examples of what to say

How to give feedback: Open the conversation & start with something positive "Do you have a second to chat? I think you're doing a great job on your department project's but I want to talk to you about getting here on time" Focus on the behavior that presents a problem for you (not the person) "This morning, I noticed that you got to work at 9 am instead of 8 am when you were scheduled" Outline the specific, observable consequences of this behavior "When you're late, your team has to pick up the slack and take over the responsibilities you do when you get here." Make a request, offer suggestions, or offer to help "Would it be possible for you to get here by 8 am?"

Main ideas of systems approach

Organizations are made up of sets of interconnected individuals Organizations are not islands-- they must interact with and make sense of their environments Organizations are not only designed, they also emerge

Hawthorne effect

Worker output increased as a direct result of the attention paid to workers by the researchers Mere attention to individuals causes changes in behavior

Communication and the Classical perspective (Content, direction, mode, style)

Direction of communication flow Vertical (downward) Mode/channel of communication Usually written Style of communication Formal

Analytics and surveillance having data to obtain more information on trends, and surveillance are used in the scientific management theory.

Analytics and surveillance Technology in the workplace not only gives employees new opportunities to avoid work and doing social tasks on the job but also gives employers a new way of monitoring the extent to which this kind of activity is taking place New concerns post-9/11 world make issues of electronic monitoring and surveillance in the workplace even more salient. Given the growing prevalence of electronic monitoring and surveillance on the contemporary organizational landscape, it is important for research to model the ways in which these practices might influence such outcomes as communication privacy, organizational control, and organizational fairness.

Fayol's Principles of Management and what it means for managers Principles of Organizational Power

Centralization Organizations will be most effective when central management has control over decision-making and employee activities. Authority and responsibility Managers should hold authority that derives from both their position in the organization and their personal characteristics (such as intelligence or experience). Discipline All organizational members should be obedient to the rules of the organization and to the managers who enforce them.

Systems as a metaphor

Complex organisms that must interact with their environment to survive

Communication and the HR perspectives (Content, direction, mode, style)

Content: maintenance communication - maintaining the quality of human relations AND innovation communication - how the job can be done better Direction: doesn't get rid of vertical communication, but adds horizontal communication Channel: face-to-face allows for more immediate feedback and more consideration for nonverbal cues Style: informal communication, with less emphasis on titles, formal business attire, and bureaucratized language

Fayol's Theory of Classical Management and type of theory it is

Elements of Management What managers should do Principles of Management How managers should enact these elements

Pfeffer's 7 practices of successful organizations

Employment security Selective hiring Self-managed teams & decentralization of decision making Comparatively high pay contingent on performance Extensive training Reduces status distinctions & barriers Extensive sharing of financial & performance information across the organization

In what ways is the Scientific Management Theory alive today?

Even in the 21st century, many organizations attempt to enhance efficiency through the scientific study of work processes. In combination with Fayol's and Weber's theories, Taylor's ideas give us a clear picture of organizational functioning in the classical mode.

4 aspects that have complicated our world

Globalization Has lead to practices such as outsourcing Terrorism War on terror & homeland security Climate Change Greenhouse effect, global warming Demographics Generational cohorts-- indicate similarities in birth year and experiences

Evolution of Classical Approach to HR Approaches Human Relations has moved into human resources and now shows more input from the workers with feedback loops.

HR approaches came when... Trying to deal with feedback Trying to make organizations more efficient

4 systems properties and examples

Holism Suggests a system is more than just the sum of its parts, needs interconnectedness Equifinality A system can reach the same final state from differing initial conditions and by a variety of paths Negative Entropy The ability to sustain oneself and grow, due to exchange with the environment Requisite Variety The internal workings of a system must be as diverse and complicated as the environment in which it is embedded.

Compare and contrast Human Relations and Human Resources

Human Relations Emphasizes the importance of needs at work Human Resources Human relations + values contributions of employee in reaching organizational goals

Human Relations Metaphor

Organizations are like... FAMILIES Focus on social relationships & individual human needs

Maslow's Hierarchy of Needs and how organizations can fulfill needs on different levels

Physiological needs Needs of the human body (food, water, sleep) Organizational context: living wages Safety needs Allow employees to procure shelter against elements and through working conditions that are protective and healthy Organizational context:Safety and security of keeping a job and house Affiliation needs "Belonging needs" or "love needs" Necessity of giving and receiving human affection and regard Organizational context: can be satisfied through social relationships with coworkers and managers Esteem needs Desire of individuals to feel a sense of achievement and accomplishment External esteem: Public recognition and attention In organizational context: compensation & reward structures Internal esteem: Sense of accomplishment, confidence, and achievement In organizational context: provision of challenging jobs that provide employees with the opportunity to achieve and excel Need for self-actualization "Become more and more what one is, to become everything that one is capable of becoming" Organizational context: provision of jobs that allow an individual to exercise the responsibility and creativity in the workplace

Fayol's Principles of Management and what it means for managers Reward

Remuneration (pay) of personnel Employees should be rewarded for their work with appropriate salaries and benefits. This principle is based on the notion that organization members' primary motivation is financial and that work performance is dependent on the amount of remuneration they receive from the organization Equity (fairness) In remuneration (as well as organizational behavior), employees should be treated justly Tenure stability The organization should guarantee sufficient time on the job for employees to achieve maximum performance. Fayol also notes that too much tenure stability could be counterproductive.

7 Domains of Communication Theory

Rhetorical The practical art of discourse Considering the communication strategies of organizational leaders during times of crisis Semiotic Intersubjective mediation by signs Studying the ways that organizations create and sustain identity through corporate symbolism Phenomenological Experience of otherness; dialogue Using dialogue to mediate conflict between two employees Cybernetic Information processing Finding optimal ways to set up a communication network system for employees who telecommute Sociopsychological Expression, interaction, and influence Using knowledge about personality and interaction style to improve conflict management programs Sociocultural (Re)production of social order Looking at the intersection of organizational, national, and ethnic cultures in multinational organizations Critical Discursive reflection Confronting the issue of sexual harassment in the workplace through programs designed to shift beliefs about gender and power

Elements of Bureaucracy

Similar to Fayol Hierarchy Division of laborers Centralization In addition to Fayol Importance of Rules Close systems Extent to which a Bureaucracy will close itself up from the outside world Functioning of Authority Traditional Authority Charismatic Authority Rational-Legal Authority

5 elements of organizations and examples

Social Connectivity UT Social Clubs Organizational and Individual Goals Football game: individual goal to win/collect school-wide goal to win Coordination of Activity UT orientation: everyone does everything at once Structure Parking permits Embedded within the environment of other organizations Class > Major > College > University

Metaphor for Classical lens (5 ways an organization is like a machine)

Specialized Think about a machine like a car or engine. Every part of the engine has a specific function Sometimes called: the division of labor Efficient Standardized Includes the related notion of replaceability If the belt in your vacuum snapped, you could easily buy a new one that would fit perfectly. When conceptualizing organizations as machines, the same principle holds for the human "parts" that work in the organization. That is, if a worker on an assembly line quits, a machine-like organization can easily replace that worker. The individuals who labor in the organization are seen as the cogs of the machine, and those cogs are standardized and interchangeable Predictable There are rules that govern the way a machine is built and how it operates. When it breaks, a finite number of things might be wrong, and if we carefully and rationally think through the problem, we should be able to fix the machine. A quick perusal of any appliance's operating manual illustrates this principle. An organization conceived as a machine has the same qualities. It runs according to specific rules and standards, and if the organization is dysfunctional, it can be fixed by a rational consideration of the manner in which the rules and standards are being applied or misapplied. Replaceable People are replaceable

What value do the 5 lens provide? Why do we spend time learning them?

The best parts of these approaches still fit organizational life and can help you solve organizational problems The worst parts of these approaches are still being used even despite the issues they can create

Where did the systems approach originate?

The fields of biology and engineering Key founder: Ludwig von Bertalanffy

Theory X Manager and Theory Y Manager (ideas about managers and assumptions about employees)

Theory X Manager Lazy Not ambitious Self-centered Resists change Not creative

Taylor's Theory of Scientific Management and type of theory it is

This is a prescriptive theory, which means there is one best way to do everything. Taylor focuses on the micro-level of organizations instead of the macro Concerned about the very specific and small relationships between managers and employees Micro-level Relationship between manager and employee and control Time = $$$

Why do we give feedback?

To change behavior To vent frustrations without ruining a relationship To help people work together more effectively

Why should we study organizations?

We should study organizations because organizations are collective actors, have mediating effects, provide social ills and benefits, and are ubiquitous. (slides 6-11 of Why study organizations and 5 lens powerpoint)

Weber's Theory of Bureaucracy and type of theory it is

Weber's theory is outlined in question 16. It is an ideal theory, not a prescriptive theory, which means that it doesn't advocate for what is the best type of organization, but rather lays out more features of an abstract/idealized organization of a given type

Different definitions of organizational communication (Scott, 2003; Miller, 1995 from Ch. 1; What is organizational communication YouTube video) -informational

When people communicate within organizations-- organizations are seen as a container and communication is the water flowing within Transmitting information Communication activity you'll see when you go to any organization today Sending emails, having meetings, teleconferencing, writing memos, etc.

Weber's 6 facets of Bureaucracy and how it compares and contrasts to Fayol's

A bureaucracy should be operated through a clearly defined hierarchy Weber sees bureaucracy as characterized by division of labor Believes that a bureaucracies are characterized by the centralization of decision making and power Emphasizes that bureaucracies are relatively closed systems Emphasizes on the importance of rules for organizational functioning Believes that rules should be rationally established and that there should be a rule for all possible contingencies in the organization Believes that rules should be codified in written form Functioning of authority Traditional authority (legitimate authority) is power based on long-standing beliefs about who should have control and is often vested in particular positions within an organizational hierarchy Charismatic authority can be seen in the operation of many cult organizations in which a single individual draws in followers and demands obedience through the power of his or her personality. Rational-Legal authority is power based on the rational application of rules developed through a reliance on information and expertise. With this authority, power rests not in the individual, but rather in the expertise and rationality that have created a system of rules and norms. Weber sees the rational-legal authority as the type of power that dominates in the bureaucratic system In contrast to Fayol's theory, Taylor concentrates on the micro level of organizational functioning. That is, Taylor is not concerned with organizational structure, but with the relationship between manager and employee and the control of the individual at work.

Time and motion study (Ch. 2)

A critical aspect of implementing Taylor's system is determining the most time-efficient way to accomplish the task at hand. For example, Taylor might analyze a dozen different methods of bricklaying to determine which method is the most efficient. That "one best way" would then be taught to all workers Observed movement and time to do things

5 lens of organizations

Classical Approach-- Organizational structures, such as hierarchies, policies and work practices Ex) telecommuting practices Human Relations & Human Resources-- Organization leverages human traits and skills to achieve individual and organizational goals Ex) how to fix company engagement problems Systems Approach Different stakeholders, departments, teams as independent parts of a larger system Ex) Why CEOs are going without offices Culture Approach Culture and subcultures (or co-cultures); organization's values, rituals Ex) unlimited vacation policy Critical Approach Role of power & control-- Who has them, who doesn't, how they manifest themselves in communication Ex) mistreatment of day laborers

Key elements of Classical Theories

Content of Communication Task-related communication Innovation-related communication (communication about new ideas) maintenance -related communication (communication on social topics that maintains human relationships Both social and innovation communication are discouraged in classically run organizations because the best way has already been determined scientifically and that the worker is not capable of improving these ideas. Direction of Communication Flow Vertical flow of information The vast majority of communication in the organization flows downward in the form of orders, rules, and directives. (from managers to employees) Channel of Communication Written mode of communication is the most prevalent The notion of having one best way to do every job in scientific management lends itself to the production of written employee handbook and instructions. Classical theories emphasize the permanence of rules and procedures for efficient organizational functioning, these organizations rely heavily on written communication in the form of employee handbooks, instructions, mission statements, rules, and performance evaluations. Style of Communication We have already noted that communication will tend to be top-down, written and task related. Tone or style of that communication will be highly formal Ex) Mr. and Mrs.; titles such as supervisor, secretary, or admin. Assistant The formality of communication style in a classical organization might also be seen in nonverbal communication, such as dress styles, where suits and ties or uniforms will be favored In short, the bureaucratic and professionalized climate of these organizations will often lead to formal-- some might say sterile-- styles of communication.

Likert's System IV

Exploitative-Authoritative The leader imposes decisions on subordinates and uses fear to achieve employee motivation Threats and fear, downward and inaccurate communication, top-level decision making, the giving of orders, and top-level control Includes all the worst features of classical and scientific management Benevolent-Authoritative The leader uses rewards to encourage productivity, but management is responsible for all decisions and there is no teamwork Characterized by motivation through economic and ego rewards, limited communication, decision making at the top, goal setting through orders and comments, and top level control Managers believe this style is "best for the workers" Consultative The leader listens to subordinates and incorporates some employee ideas, but most subordinates do not feel responsible for the organization's goals. Goals are set after a discussion, and there is a high level of communication moving both up and down the hierarchy Participative The leader engages subordinates, solves problems with teamwork, and everyone feels responsible for achieving the organization's goals

What's missing from Fayol's Theory of Classical Management?

Fayol's theory is a prescriptive theory rather than descriptive or explanatory. In fact, relatively strong evidence demonstrates that this theory does not adequately describe or explain the ways in which organizations actually function. Fayol proposes that the elements of management are planning, organizing, commanding, coordinating, and controlling. However, in a classic study of what managers actually do, Mintzberg found ten work roles that had little to do with these functions.

Historical example - Western Electric and Human Relations

Goal: to uncover how changes in the environment affected worker productivity conducted at western electrical company at hawthorne The Illumination Studies Question: What is the influence of lighting on worker productivity Results: worker productivity went up in both the control and experimental group The Relay Assembly Test Room Studies Question: What is the influence of incentive plans, rest pauses, temperature, humidity, work hours, and refreshments on worker production Results: worker production went up, making them conclude that social satisfaction are more important than the physical environment they work in The Interview Program Hawthorne conducted interviews with workers at the plant and found that workers were more interested in talking about their personal feelings rather than work conditions showed that attitudes of the workers was what really mattered The Bank Wiring Room Studies observed men working in a bank wiring room showed that workers were pressuring each other to meet certain productivity levels They found that co-worker enforcement meant more to workers than the typical hierarchy enforcement The studies concluded that workers are more motivated by worker relationships than the environment they work in. They want social needs over physical needs. Some have tried to discredit his findings claiming his studies have too many outlying factors; big factor is time and they did not take that into account

3 systems components and examples

Hierarchical Ordering System components are arranged in a complex way that involve subsystems and supersystems Interdependence Implies that the functioning of one component of a system relies on other components of the system Permeability Have permeable boundaries that allow information and materials to flow in and out Refers to both the system as a whole, which must be open to its environment and to the components within the system

"How" and "what" of Human Resources Programs (and vocabulary words) (Ch. 3)

How: Know when team based management is appropriate, consider the attitudes of top management, deal with cynicism about change, facilitate the translation process What: emphasize team based management and the importance of employee involvement, employment security, selective hiring, self-managed teams and decentralization, comparatively high compensation, extensive training, reduction of status differences, sharing information

Systems Processes (input, throughput, output; exchange, feedback, types of feedback, and examples)

Input A system "inputs" materials or information from the environment through its permeable boundaries Throughput The system then works on these inputs with some kind of transformational process Output Finally, the system returns the transformed "output" to the environment' Exchange (between systems & environment) in both input and output activities Feedback Information that helps facilitate the functioning of components Types of Feedback Deviation-amplifying Positive feedback changes things to something DIFFERENT Deviation-reducing Negative feedback keeps things the SAME

Communication

Is about the creation of meaning systems in families and cultures; understanding a market segment to enhance persuasion and increase sales; and the multiple ways information must flow to provide aid when a natural disaster strikes.

HR approaches in organizations today (Ch. 3

It would be difficult to find managers today who would characterize their subordinates as interchangeable cogs who whose needs pay no role in organizational decisions If an organization needed to shut down a factory, management would be likely to consider both economic issues and human factors, such as the needs of workers and their families for severance pay and job placement An effort is made to enrich jobs by designing tasks that will satisfy some of the higher-order needs of workers through jobs that increase autonomy, variety, and task significance (job design).

Leadership / Management Grid types, examples, best type

Leaders are most effective when both concerned for people and for production Impoverished Management: low concern for people and low concern for results Country club management: High concern for people, low concern for results Authority-compliance management: Low concern for people, high concern for results(classical management approach) *Team Management: High concern for people, high concern for results (Human resources approach) Middle of the road management: Tries to balance both goals without going to far in either area (compromise)

What are examples of how not to give feedback, especially from video we watched in class

Looking at phone

Why are organizations challenging to define?

Organizations are ubiquitous -- they are diverse They provide social benefits and ills They have mediating effects Are collective actors

Constitutive view of organization

Organizations as communication-- sees communication as the fundamental process that shapes our social reality. It's not just about transmitting already formed data between senders and receivers, but rather a complex process of continually creating and negotiating the meanings and interpretations that shapes our lives.

Paradox of participation

Paradox of Participation: being asked to participate but not having any true control over the decision-making process Ex) The Office video

Fayol's Elements of Management and what it means for managers

Plan: look to the future Organize: assemble and evaluate people Command: lay out tasks to be done Coordinate: assign people to tasks Control: comparing goals and activities

Issues with Human Relations approach

Satisfaction doesn't always lead to better job performance Managers can pretend to fulfill social needs and give good feedback without truly meaning it

Fayol's Principles of Management and what it means for managers Principles of Organizational Structure

Scalar chain An organization should be arranged in a strict vertical hierarchy and that communication should be largely limited to this vertical flow (i.e., move up and down the organizational chart) Unity of command An employee should receive orders regarding a particular task from only one supervisor Unity of direction Activities having similar goals should not be placed under a single supervisor Division of labor Work can best be accomplished if employees are assigned to a limited number of specialized tasks Order There should be an appointed place for each employee and task within the organization Span of control

Background of Scientific Management Theory (What problems prompted the creation?)

Scientific Management Theory-- finding the best way to do each job Managers are like scientists Communication is about formalized messages Taylor developed his Theory of Scientific Management because he was frustrated with typical industry operations at the turn of the century. 1st concern: uneven work; most tasks in organizations were learned by newcomers watching more experienced workers at a particular job 2nd concern: systematic soldiering; the manner in which individuals were paid-- piecework pay

Fayol's Principles of Management and what it means for managers Attitude

Subordination of individual interest to general interest An organization can be effective only when the interests of the whole take precedence over the interests of individuals. Thus, individuals must always consider organizational goals first Initiative Managers should value and direct an employee's efforts to work in the best interest of the organization Esprit de corps This principle proposes-- in the spirit of the Three Musketeers' "all for one and one for all" cry-- that there should be no dissension in the organizational ranks.

What are the Hawthorne studies (including general overview of studies in Ch. 3), significance of Hawthorne studies, and findings

The Hawthorne Studies Changed not only how we think about managing workers, but also actually how organizations go about managing and communicating Studies conducted during the 1920s and 1930s that suggested the importance of the informal organization Findings: Hawthorne effect Worker output increased as a direct result of the attention paid to workers by the researchers Management style Management style could affect productivity (communication) Social factors Worker output was increased through the working of informal social factors

What is "lenshifting" and why is it useful? What's an example?

There are different ways of looking at situations and dealing with them

Transmission model vs. Constitutive model

Transmission Model: Communication is a way of moving information from sources to receivers Constitutive Model Seen as a process that produces and reproduces shared meaning This model is an overarching way of thinking about communication