1. Communicating for Results Seventh Edition
Cheryl Hamilton, Ph.D.

2. 2 Opening Quotations
[working together].

3. Communication Inside the Organization

4. Formal Communication Downward
Includes 3 types of communication . . .
Downward
Messages flow downward through the chain of command—i.e., from manager to employee.

5. Formal Communication Upward Downward
Includes 3 types of communication . . .
Upward
Downward
Messages flow upward through the chain of command—i.e., from employee to boss.

6. Formal Communication Horizontal Upward Downward
Includes 3 types of communication . . .
Upward
Downward
Horizontal
Messages flow laterally between people of the same rank.

7. Downward Communication
Normally Includes
Employee performance appraisals
Job instructions
Job rationale
Policy & procedures
Motivational appeals
Microsoft Image

8. Upward Communication Employee work, achievements & progress
Normally Includes
Employee work, achievements & progress
Employee opinions & feelings
Outlines of work problems
Ideas for improvement
Microsoft Image

9. Horizontal Communication
Especially important for
Coordinating tasks
Solving complex problems
Sharing information
Resolving conflicts
Empowering teams
Microsoft Image

10. Informal Communication
Information carried by the “Grapevine” . . .
Indicates the health of the organization
Adds to employee satisfaction & commitment
Indicates employee concerns
Is 75-95% accurate
Travels fast
Microsoft Image

11. Coordination of People & Groups

12. Coordination Includes:
Mutual adjustment
Direct supervision
Standardization
Microsoft Image

13. Organization Models

14. Traditional / Classical
Model
Scientific
Bureaucratic

15. Scientific Management
Bonus
(Bottom Up—concerned with employee problems )
Taylor

16. Taylor’s Best Way Scientific design of each task
Scientific selection of workers
Adequate training & rewards
Division of labor & responsibilities

17. Bureaucratic Management
Weber
(Top down —concerned with manager problems )
Fayol’s Bridge
Theory X

18. bypasses chain of command
Fayol’s Bridge A
normal lines of
communication B C D E
Fayol’s Bridge
bypasses chain of command

19. McGregor’s Theory X Messages travel downward Upward messages limited
Fear & distrust of management
Decisions made by top management

20. Human Relations
Model
TLC
Mayo

21. Human Resources
Model
“Teams” QC
Theory Y
McGregor

22. McGregor’s Theory Y Messages travel in all directions
Decisions shared & based on complete input
Feedback & listening encouraged
Atmosphere of confidence & trust exists
Downward messages satisfy employees
Microsoft Image

23. Likert’s Four Systems Exploitive/Authoritative
Benevolent/Authoritative
Consultative
Participative
Microsoft Image

24. Systems/Contingency Model “Best style all depends” Fiedler Culture
Theory Z

25. Fiedler’s Contingency Theory
Contingent variables—
Task orientation effective when:
Human relations orientation effective when:
leader-follower relations, position power, & task structure
--manager well liked, powerful & tasks well-defined
--manager disliked, powerless & tasks poorly defined
--manager moderately liked, some power & tasks moderately-defined

26. House’s Path-Goal Theory
Job satisfaction & performance contingent on . . .
Satisfaction with job
Uncertainty and difficulty of job
Communication style of supervisor

27. Transformational
Model
Virtual
Multiunit

28. Virtual Organizations
Temporary venture among several companies
Each company has specialty
Mutual adjustment as means of coordination
Conditional employment

29. Multiunit Organizations
Separate and autonomous businesses
Decentralized structure
Flexibility of smaller businesses
Microsoft Image

30. Awareness Check Organization Models . . .
. . . Check answers at back of book

31. Organization Models & Communication Differences

32. Traditional Model Rational, task-oriented, usually written
Patterns of communication include . . .
Rational, task-oriented, usually written
Mainly downward
Social side less important
Structured roles define expectations
Expectations determined by position

33. Human Relations Model Supportive, but mainly downward
Patterns of communication include . . .
Supportive, but mainly downward
Employee needs treated with TLC
Feedback from employees & grapevine
Communication skills develop & maintain relationships

34. Human Resources Model Team oriented & participative
Patterns of communication include . . .
Team oriented & participative
Info & feedback flow freely up & down
Informal communication encouraged
Communication skills needed at all levels

35. Systems/Contingency Model
Patterns of communication include . . .
No single best way to communicate
Communication influenced by situation
Communication flexibility valued
Requires communication skills at all levels

36. Transformational Model
Patterns of communication include . . .
Horizontal communication essential
Upward & downward communication used
Awareness of frame-of-reference differences
Much communication electronic

37. For Review:
--Which organization model does Goleman advocate for today’s successful organization?
--What does he mean by emotional intelligence?
CNN Fortune

38. The End