Organizational Communication

CLASSICALT- How are workers grouped?

Workers grouped by specialization

Emotional labor is the part of any job that requires certain feelings to be displayed because:

-It can be surface acting or deep acting. -Real emotions are experienced on the job as well.

CULTURE THEORY: five key elements- rituals

-Recurring activities of organization members -Dramatization of values-acting them out 1.Play-relax, release tension 2.Recognition-reinforce good performance 3.Ceremonial-public spectacles, planned 4.Task-daily or weekly repeated

Employment interview

-a recruiting and screening tool, an information-seeking tool, and a socialization tool

What are effects of a burnout?

-emotional exhaustion -lack of personal accomplishment -depersonalization.

Occupational or Vocational socialization

-expectations of the general career or job

Organizational socialization

-expectations of work in a particular organization

What are burnout results from?

-workload -role conflict -role ambiguity -communication overload/under-load

HC Purposes or functions:

1. Coordination or cooperation on projects 2. Informal communication-fastest sharing of information (example: information about new policies at the school might be heard from other students before you hear it from the department chair) 3. Forming friendships-most likely due to shared power level

DOWNWARD COMMUNICATION PURPOSES/FUNCTIONS

1. Job instructions-details of how to do a job 2. Job rationales-why do the job? 3. Procedures and practices-often written in manuals or handbooks, memos 4. Feedback-on how work was valued or faulty 5. Assimilation; clarification of goals 6. Motivation-incentives for employees to work 7. Inspiration-emotional desire to work 8. Evaluation-how is an employee/group doing 9. Recognition-appreciation for jobs well done 10. Mediation-promote understanding, reduce conflict intensity

Barriers to downward communication in organizations:

1. Not enough caring 2. Not enough time-then one is not making the time-it is part of a manager's job 3. Overdependence on written (or electronic) communication-"overpublication" 4. Timing of the communication-too late, too early

CULTURE THEORY: five key elements

1. values 2. rituals 3. role-models 4. cultural network roles 5. stories

Phases or Stages in Assimilation in Organizations:

1.Anticipatory Socialization (pre-arrival) 2.Encounter 3.Metamorphosis 4. Exit

Roles are expectations for individual behavior, and must be learned. What are the 3 steps in assimilation in organizations:

1.First, we engage in role taking-we do what we are told, and follow others' expectations→ Socialization 2.Then, we engage in role making-enacting our own expectations and interpretations→ Individualization 3.Role routinization occurs when the role becomes comfortable or "thoughtless"

Barriers to horizontal communication in organizations:

1.Formal system discourages it (example: teachers in elementary school always telling students to be quiet) 2.Lack of interpersonal communication skills (example: people that are hard to communicate with even when you are trying really hard) 3.Specialization-working on own tasks leaves little time for chatting with others (example: even though professors are co-workers they are still in their own department and work group which makes it hard to get to know people outside your area of specialization.)

Barriers to upward communication in organizations:

1.Lack of time-subordinates have less control over when they must work; superiors are "always busy" 2.Intimidation-"fate control"= they can give you a worse schedule, drop pay, fired, or eve promotions 3.Physical distances-lack of proximity to workers, lack of opportunities to communicate 4.Physical barriers-door, office arrangement, secretary's office or desk 5.Lack of resources-office space, meeting rooms 6.Failure of managers to act on previous communication (or past promises) 7.Lack of communication skills/abilities --poor listening, make people feel like there is no communication for example with some student/teacher relationship 8.Role requirements-expectations for communication may vary; managers talk, employees listen 9.No formal mechanism or channel-to "reverse" the chain of command

Assimilation in Organizations: How new employees seek information depends on the perceived "social cost":

1.Overt questions-just ask 2.Indirect questions-hint or suggest questions 3.Ask a third party 4.Test limits-break norms and observe reactions 5.Disguised conversations-get information as natural part of conversation 6.Observing-just watch what goes on 7.Surveillance-make sense of previous observed behavior

10 Key Factors of Communication Climate:

1.Supportiveness 2.Individual Autonomy 3.Trust 4.Structure 5.Participative Decision-making 6.Reward Orientation 7.Openness/Honesty 8.Consideration 9.High Performance Goals 10.Information Adequacy

Upward Communication Functions:

1.To obtain information from managers 2.To give or report information managers should know 3.To satisfy personal needs-security, belonging, self-esteem 4.To register complaints or grievances

COMMUNICATION CLIMATE- In Organizations

A "cognitive environment" - in the minds and perceptions of organization members

Upward Communication

Communicating up the hierarchy to those with more responsibility and legitimate authority

CULTURE THEORY: communication practices...

Communication practices constitute culture through expression of symbols

Horizontal Communication

Communication with others on the same level in the organizational hierarchy/ Referred to as "Fayol's bridge"

CLASSICAL: ___________ and __________ are overriding concerns

Control and order are overriding concerns

What is needed to prevent emotional burnout?

Detached concern is needed to prevent emotional burnout.

We can base these perceptions on _________ in the organization, and ________ of members about the organization.

behaviors/ feelings

What communication is also known as "Fayol's Bridge"?

HORIZONTAL

Substitute locomotion theory

employees who communicate upward most often are not promoted as often. Dangers: maybe start to complain too much; over stepping boundaries, too many questions can lead to not readiness, too much information.

While organizational climate is a _______ perception, __________________ can be measured individually.

group/job satisfaction

ASSIMILATION in ORGANIZATIONS is also referred to as _________.

socialization

Human Relations Theory

•1940's •Satisfy workers, motivate them to work harder-more productively •Metaphor: Family, Kingdom •Communication: Unity, motivation •"There is not more that is important than human communication" ?

Human Resources Theory

•1950's •Emphasize the importance of people, develop their potential •Get member participation in decisions •Metaphor: Problem-solving small group, Organism •Communication: Oxygen, lifeblood, food, water

Systems Theory

•1960's-1970's •The environment impacts the organization •Organizations are like computers, with inputs and outputs •Survival means adaptability to the environment •Metaphor: Computer •Communication: Electricity, glue, cement

Culture Theory

•1980's •Organizations are cultures-groups of people performing certain social practices •Look at unique organizations rather than making generalizations about all organizations •Look for patterns of behavior-rituals •Look for beliefs, desires, and preferences of members-values •Metaphor: Society or Drama •Communication: scripts, symbols, culture

HRelations Theory: problems

•Assumption that increased satisfaction increases productivity •Viewed as superficial "happy" manipulation of worker cogs in the machine

CULTURE THEORY: five key elements- cultural network roles

•Cast members in the drama—who does what? •Spies, gossips, priests, storytellers, guardians, mentors, leaders

Exit Stage

•Communication must be used by those who leave (or are preparing to leave) •Those who stay in the organization to make sense of the even

CULTURE THEORY: Functional perspective: Organizations have cultures- these can be managed and changed

•Concern about quality along with productivity •Enhanced with a strong culture with clear values and practices •Peters and Waterman, In Search of Excellence (1982) •Deal and Kennedy, Corporate Cultures (1982)

Classical Theory

•Early 1900's •Industrial revolution, work moved away from the home •Assembly lines with machines to do work •Metaphor: Machine •Communication: Fuel, oil, anti-freeze

HRelations THEORY: Hawthorne Studies

•Early 1920's at a Western Electric plant in Illinois •A classical-theory based study of worker productivity •Trying to relate illumination and productivity-but productivity kept increasing regardless of setting

CULTURE THEORY: five key elements- role models

•Enact the standards of behavior, influence expectations for behavior •Display company values •May have "anti" heroes-as in a famous "screw-up"

Encounter Stage

•Experience the actual roles expected and normal routines of the organization •Change- we are in a new situation, contrast- , and surprise- there are always things that we didn't anticipate

The most effective downward communication channels are:

•Face-to-face •Small meetings •Personal letters or messages-personally tailored to the individual

CLASSICALT- communication

•Formal, written communication is most prized •Downward communication is prevalent, not upward or horizontal •Work-related information is welcome •Systematic, rational approach to organizations •Managers responsible for training employees •Efficiency depends upon the manager ("the buck stops there") •Input not desired from employees •Universal design for organizations •Seeking equity and job security for people

HUMAN RESOURCES COMMUNICATION

•Informal •Horizontal •Interactive •Involved

CULTURE THEORY: five key elements- stories

•Key descriptions of common and uncommon acts in a culture •Motivate and influence behavior in certain ways

UC More direct and frequent communication with supervisors leads to:

•Less likely to file a formal grievance •Less likely to be tardy or late •Less likely to be absent •Less turnover (people getting fired or quitting) of workers •Fewer accidents •New tasks learned more quickly

The least effective downward communication channels are:

•Morale posters •Pay inserts •Reading racks

HRelations Theory- Herzberg Motivation-Hygiene Theory

•Motivators: Aspects of work that make someone satisfied or happy •Hygiene factors: Aspects of work that keep someone from being dissatisfied or unhappy

Anticipatory Socialization (pre-arival)

•Occupational or Vocational socialization-expectations of the general career or job •Organizational socialization-expectations of work in a particular organization Employment interview-a recruiting and screening tool, an information-seeking tool, and a socialization tool

CULTURE THEORY: Interpretive perspective

•Organizations are cultures, each unique to itself •These evolve and change slowly, created through interaction of members

HUMAN RESOURCES KEY TERMS:

•Participative decision-making •Give input opportunities for subordinates into decisions •Decentralization and Delegation •Disperse decision-making authority and power •Encourage worker acceptance of responsibility

CLASSICALT- What is authority like?

Clear lines of authority are laid out, but chance for distortion of messages upward and downward

Who is in charge? Classical Theory....

Managers do the thinking and planning, then tell workers what to do

Assimilation in Organizations is _________

Norms are expectations of everyone/ acceptable behavior within the organization.

CLASSICALT- what is organizational design?

Organizational design is a tall organizational chart with several levels of management

What are some things to help cope with burnout?

Participation in decision-making and communication of social support help to cope with burnout.

CLASSICALT- How are people motivated?

People are motivated by extrinsic rewards - $ - and punishment if needed

People in organizations are expected to be what?

People in organizations are expected to be rational and use logical thinking.

CULTURE THEORY:

People need to play a role in society Originated from an anthropological perspective-organizations as societies

HRelations THEORY-Maslow's Hierarchy of Needs

Physiological → Safety→ Affiliation→ Esteem→ Self-Actualization

______________, ______________, and ________________ are key to job satisfaction.

Self-actualization, autonomy, and self-esteem are key to job satisfaction.

Assimilation in organizations

The process by which members become a part of or are "absorbed" by an organization.

Upward Communication is what...

This is the most satisfying, desired, and important communication at work-- but often is the most difficult for employees.

burnout

is a "wearing out" from the pressures of work.

CULTURE THEORY IS....

is a pattern of basic assumptions, enacted in evolved social practices Artifacts and Creations>>> Espoused Values>>> Basic Assumptions (Taken-for-granted)

Classical Theory: people...

need to be controlled and are generally lazy and irrational

HRelations THEORY: Hawthorne Effect

•People being watched act differently (when your boss is around don't you try harder?) •People given more attention did more work regardless of circumstances (when people feel like they are getting attention and "matter", they work better) •Social interaction among work groups decided work norms (even if conditions change such as pay or lighting, the communication of workers established a social norm) -Small groups were important to build effective work groups where people have the opportunity to participate

HUMAN RELATIONS THEORY:

•People need to be motivated •Job satisfaction is important •"There is not much that is more important than humans' relations with one another."

HUMAN RESOURCES:

•People need to be trained and developed •People need to contribute thoughts and ideas

HRelations Theory: McGregor's Theory Y→ contrasted with Theory X (Classical Theory)

•Quality of work life important •People can enjoy work and be motivated if given responsibility •Intrinsic rewards do help •Communicate with employees more, involve them and provide opportunities to succeed.

CLASSICAL THEORY- Bureaucracy-M. Weber

•Seeking consistency and reduced uncertainty in large organizations •Focused on government organizations but became a model for all organizations •Rules and procedures are standardized •Departments specialized •Integrate departments through rules and procedures specified in writing •Use the "scalar chain" of command, communicating down and up the line •Reward based upon seniority, one's place in hierarchy indicates power and status •Seeking equity and justice in rewards, not favoritism •Conduct clear and fair performance appraisals •"We should conduct business without regard for people."

CLASSICALT- Scientific Management-F. Taylor

•Seeking the most productivity with less time and fewer motions •There is one best way to do every job •Managers carefully select and train employees minutely, timing and monitoring completion of tasks •Reward workers based on skill and productivity •Departmentalization necessary for specialization and division of labor •Primarily used in manufacturing organizations, but became the standard model

HRelations Theory: communication

•Social or "maintenance" purposes important •Horizontal is encouraged •Face-to-face most favored channel - "social presence" •Informal messages prevalent

CULTURE THEORY: five key elements- values

•Standards of judgment for how things should be "Oughts" and "Ought nots" •Lead to norms and roles •A strong culture has values: -Clear -Communicated -Shared and understood

Key communicators are more likely to be satisfied and to perceive a positive organizational climate because they:

•They identify their jobs with themselves. •They are often liaisons and bridges in the communication network.

CLASSICALT- problems

•Too much communication overloads the system •Extensive, written rules may be misinterpreted •Individual differences are ignored •Formal communication is stressed, neglects informal communication

CLASSICALT- Economic efficiency is the main goal

•Using the least amount of resources to obtain the greatest outcome •The environment is viewed as a stable background of the organization •Predictability, standardization, and replaceability are key aspects of efficiency •Centralization of authority is needed to maintain order and discipline

Metamorphosis Stage

•We make changes and adjust our own roles •We change our own and others' expectations of what we do