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

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Presentation on theme: "Communicating for Results Seventh Edition Cheryl Hamilton, Ph.D."— Presentation transcript:

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

2 Copyright © 2005 Wadsworth 2 Chapter 2 - Organizational Communication 2 Opening Quotations [working together].

3 Copyright © 2005 Wadsworth 3 Chapter 2 - Organizational Communication Communication Inside the Organization

4 Copyright © 2005 Wadsworth 4 Chapter 2 - Organizational Communication Formal Communication Includes 3 types of communication... Downward downward Messages flow downward through the chain of command—i.e., from manager to employee.

5 Copyright © 2005 Wadsworth 5 Chapter 2 - Organizational Communication Formal Communication Includes 3 types of communication... Downward Upward upward Messages flow upward through the chain of command—i.e., from employee to boss.

6 Copyright © 2005 Wadsworth 6 Chapter 2 - Organizational Communication Formal Communication Includes 3 types of communication... Downward Upward Horizontal laterally Messages flow laterally between people of the same rank.

7 Copyright © 2005 Wadsworth 7 Chapter 2 - Organizational Communication Downward Communication Employee performance appraisals Job instructions Job rationale Policy & procedures Motivational appeals Normally Includes... Microsoft Image

8 Copyright © 2005 Wadsworth 8 Chapter 2 - Organizational Communication Upward Communication Employee work, achievements & progress Employee opinions & feelings Outlines of work problems Ideas for improvement Microsoft Image Normally Includes...

9 Copyright © 2005 Wadsworth 9 Chapter 2 - Organizational Communication Horizontal Communication Coordinating tasks Solving complex problems Sharing information Resolving conflicts Empowering teams Especially important for... Microsoft Image

10 Copyright © 2005 Wadsworth 10 Chapter 2 - Organizational Communication Informal Communication 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”... Microsoft Image

11 Copyright © 2005 Wadsworth 11 Chapter 2 - Organizational Communication Coordination of People & Groups

12 Copyright © 2005 Wadsworth 12 Chapter 2 - Organizational Communication Coordination Includes: Mutual adjustment Direct supervision Standardization Microsoft Image

13 Copyright © 2005 Wadsworth 13 Chapter 2 - Organizational Communication Organization Models

14 Copyright © 2005 Wadsworth 14 Chapter 2 - Organizational Communication Traditional / Classical Model Model ScientificBureaucratic

15 Copyright © 2005 Wadsworth 15 Chapter 2 - Organizational Communication Taylor (Bottom Up—concerned with employee problems ) Bonus Scientific Management

16 Copyright © 2005 Wadsworth 16 Chapter 2 - Organizational Communication Taylor’s Best Way Scientific design of each task Scientific selection of workers Adequate training & rewards Division of labor & responsibilities

17 Copyright © 2005 Wadsworth 17 Chapter 2 - Organizational Communication (Top down —concerned with manager problems ) Bureaucratic Management Weber Theory X Fayol’s Bridge

18 Copyright © 2005 Wadsworth 18 Chapter 2 - Organizational Communication Fayol’s Bridge bypasses chain of command normal lines of communication A B C D E

19 Copyright © 2005 Wadsworth 19 Chapter 2 - Organizational Communication McGregor’s Theory X Messages travel downward Upward messages limited Fear & distrust of management Decisions made by top management

20 Copyright © 2005 Wadsworth 20 Chapter 2 - Organizational Communication Human Relations Model Model TLC Mayo

21 Copyright © 2005 Wadsworth 21 Chapter 2 - Organizational Communication Human Resources Model Model “Teams” QC Theory Y McGregor

22 Copyright © 2005 Wadsworth 22 Chapter 2 - Organizational Communication 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 Copyright © 2005 Wadsworth 23 Chapter 2 - Organizational Communication Likert’s Four Systems Exploitive/AuthoritativeBenevolent/AuthoritativeConsultativeParticipative Microsoft Image

24 Copyright © 2005 Wadsworth 24 Chapter 2 - Organizational Communication Systems/ContingencyModelSystems/ContingencyModel “Best style all depends” “Best style all depends” Culture Theory Z FiedlerFiedler

25 Copyright © 2005 Wadsworth 25 Chapter 2 - Organizational Communication 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 Copyright © 2005 Wadsworth 26 Chapter 2 - Organizational Communication House’s Path-Goal Theory Job satisfaction & performance contingent on... Satisfaction with job Uncertainty and difficulty of job Communication style of supervisor

27 Copyright © 2005 Wadsworth 27 Chapter 2 - Organizational Communication TransformationalModelTransformationalModel VirtualMultiunit

28 Copyright © 2005 Wadsworth 28 Chapter 2 - Organizational Communication Virtual Organizations Temporary venture among several companies Each company has specialty Mutual adjustment as means of coordination Conditional employment

29 Copyright © 2005 Wadsworth 29 Chapter 2 - Organizational Communication Multiunit Organizations Separate and autonomous businesses Decentralized structure Flexibility of smaller businesses Microsoft Image

30 Copyright © 2005 Wadsworth 30 Chapter 2 - Organizational Communication Awareness Check Awareness Check Organization Models Check answers at back of book

31 Copyright © 2005 Wadsworth 31 Chapter 2 - Organizational Communication Organization Models & Communication Differences

32 Copyright © 2005 Wadsworth 32 Chapter 2 - Organizational Communication Traditional Model Rational, task-oriented, usually written Mainly downward Social side less important Structured roles define expectations Expectations determined by position Patterns of communication include...

33 Copyright © 2005 Wadsworth 33 Chapter 2 - Organizational Communication Human Relations Model Patterns of communication include... Supportive, but mainly downward Employee needs treated with TLC Feedback from employees & grapevine Communication skills develop & maintain relationships

34 Copyright © 2005 Wadsworth 34 Chapter 2 - Organizational Communication Human Resources Model Team oriented & participative Info & feedback flow freely up & down Informal communication encouraged Communication skills needed at all levels Patterns of communication include...

35 Copyright © 2005 Wadsworth 35 Chapter 2 - Organizational Communication 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 Copyright © 2005 Wadsworth 36 Chapter 2 - Organizational Communication Transformational Model Patterns of communication include... Horizontal communication essential Upward & downward communication used Awareness of frame-of-reference differences Much communication electronic

37 Copyright © 2005 Wadsworth 37 Chapter 2 - Organizational Communication For Review: CNN Fortune --Which organization model does Goleman advocate for today’s successful organization? --What does he mean by emotional intelligence?

38 The End


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