We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byNataly Spillman
Modified about 1 year ago
Communicating for Results Seventh Edition Cheryl Hamilton, Ph.D.
Copyright © 2005 Wadsworth 2 Chapter 2 - Organizational Communication 2 Opening Quotations [working together].
Copyright © 2005 Wadsworth 3 Chapter 2 - Organizational Communication Communication Inside the Organization
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.
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.
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.
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
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...
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
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
Copyright © 2005 Wadsworth 11 Chapter 2 - Organizational Communication Coordination of People & Groups
Copyright © 2005 Wadsworth 12 Chapter 2 - Organizational Communication Coordination Includes: Mutual adjustment Direct supervision Standardization Microsoft Image
Copyright © 2005 Wadsworth 13 Chapter 2 - Organizational Communication Organization Models
Copyright © 2005 Wadsworth 14 Chapter 2 - Organizational Communication Traditional / Classical Model Model ScientificBureaucratic
Copyright © 2005 Wadsworth 15 Chapter 2 - Organizational Communication Taylor (Bottom Up—concerned with employee problems ) Bonus Scientific Management
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
Copyright © 2005 Wadsworth 17 Chapter 2 - Organizational Communication (Top down —concerned with manager problems ) Bureaucratic Management Weber Theory X Fayol’s Bridge
Copyright © 2005 Wadsworth 18 Chapter 2 - Organizational Communication Fayol’s Bridge bypasses chain of command normal lines of communication A B C D E
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
Copyright © 2005 Wadsworth 20 Chapter 2 - Organizational Communication Human Relations Model Model TLC Mayo
Copyright © 2005 Wadsworth 21 Chapter 2 - Organizational Communication Human Resources Model Model “Teams” QC Theory Y McGregor
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
Copyright © 2005 Wadsworth 23 Chapter 2 - Organizational Communication Likert’s Four Systems Exploitive/AuthoritativeBenevolent/AuthoritativeConsultativeParticipative Microsoft Image
Copyright © 2005 Wadsworth 24 Chapter 2 - Organizational Communication Systems/ContingencyModelSystems/ContingencyModel “Best style all depends” “Best style all depends” Culture Theory Z FiedlerFiedler
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
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
Copyright © 2005 Wadsworth 27 Chapter 2 - Organizational Communication TransformationalModelTransformationalModel VirtualMultiunit
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
Copyright © 2005 Wadsworth 29 Chapter 2 - Organizational Communication Multiunit Organizations Separate and autonomous businesses Decentralized structure Flexibility of smaller businesses Microsoft Image
Copyright © 2005 Wadsworth 30 Chapter 2 - Organizational Communication Awareness Check Awareness Check Organization Models Check answers at back of book
Copyright © 2005 Wadsworth 31 Chapter 2 - Organizational Communication Organization Models & Communication Differences
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...
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
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...
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
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
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?
Copyright © 2008 Wadsworth / Ch. 2 Organizational Communication 2 2 Eighth Edition.
Communicating for Results 9e 2 Key Ideas Formal and Informal communication Coordination of people and groups Organization Models Organizational Communication.
Digital Key Concepts Management 102 Professor Estenson Chapter Two Organizational Communication 1.
Chapter 2: Organizational Communication. Formal Communication Downward Communication –Flows from supervisors to subordinates Upward Communication –Flow.
Communication in the Workplace Chapter 2 Communicating for Results, 10th edition.
Communicating in Today’s Workplace. Communicating in the New Workplace Skills for Career Success Organizational Communication.
Chapter 13 Managing Communication. (c)2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible.
Microsoft ® PowerPoint Presentation to Accompany Organizational Behavior SEVENTH EDITION Gregory Moorhead and Ricky W. Griffin.
Chapter 1 Communicating in Today’s Workplace Business Communication: Process and Product, 6e Mary Ellen Guffey Copyright © 2008.
Chapter 2Management Fundamentals - Schermerhorn & Wright1 HISTORY OF MANAGEMENT Insights Classical Frederick Taylor Henri Fayol Max Weber Behavioral Hawthorne.
© 2011 Delmar, Cengage Learning Part II Organizational Perspectives Chapter 5 Contemporary Organizational Theories and Management Systems.
Communicating for Results Seventh Edition Cheryl Hamilton, Ph.D.
The Manager as a Leader Chapter 12. The Importance of Leadership Definition: Leadership is the ability to influence individuals and groups to cooperatively.
Organizational Communication Chapter 1 Classical Approaches.
Chapter Two The Model of Strategic Communication.
Chapter 13 Planning & Organizing The Planning Function Importance of Planning The Organizing Function.
MANAGEMENT RICHARD L. DAFT. Managing Communication CHAPTER 18.
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall
Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2004 by South-Western, a division of Thomson Learning. All rights reserved. Fundamentals.
THEORIES OF MANAGEMENT. SCIENTIFIC MANAGEMENT Scientific management is a method in management theory that determines changes to improve labor productivity.
Foundations of Management Chapter 2. Classic Theories 1. Scientific Management One best way Efficiency is key Focus on individual workers Taylor, Gilbreath.
Chapter 17 Communication. Today’s complex business environment depends on effective communication Managers spend 80% of their day communicating 48 minutes.
1-1 Business Communication: Process and Product, Mary Ellen Guffey, South-Western.
Part 3 Managing for Quality and Competitiveness © 2015 McGraw-Hill Education.
Theories of Management By: Jeff Koch Todd Devenburgh Kate McDermott.
Organizational Communication Chapter 2 Classical Approaches.
Chapter 10 Designing Adaptive Organizations. Organizing The deployment of organizational resources to achieve strategic goals Division of labor Lines.
CSC350: Learning Management Systems COMSATS Institute of Information Technology (Virtual Campus)
Organizational Structure Human Relations Why be concerned with organizational structure? Human Relations Organizing follows strategy. Strategy defines.
Chapter 1 Communicating at Work Mary Ellen Guffey, Business Communication: Process and Product, 4e Copyright © 2003.
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Chapter 10 Leaders and Leadership.
* * Chapter Eight Adapting Organizations to Today’s Markets McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 11 Motivating and Leading Across Cultures.
Designing Adaptive Organizations CHAPTER 10. Copyright © 2008 by South-Western, a division of Thomson Learning. All rights reserved. 2 Learning Objectives.
1.Ensuring that you Succeed in the New Workplace Succeeding in today’s world of work demands that you read, listen, speak, and write effectively. With.
Communication Skills Business Management. Previous Topics: Scope of Management Management Roles, Functions, Skills and Values Benefits & Limitations of.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 10, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Management, Ninth Canadian Edition Copyright © 2009 Pearson Education Canada Types.
©2013 Cengage Learning. All Rights Reserved. Business Management, 13e Management, Supervision, and Decision Making Increasing Management Effectiveness.
MultiMedia by Stephen M. Peters© 2002 South-Western Leadership.
Understanding Management First Canadian Edition Slides prepared by Janice Edwards College of the Rockies Copyright © 2009 Nelson Education Ltd.
Each of us has a preferred learning style, a set of ways through which we like to learn by receiving, processing, and recalling new information. LEARNING.
7-1 Structure and Fundamentals of Organizing Copyright © 2006 by South-Western, a division of Thomson Learning. All rights reserved. Chapter 7.
Chapter 10 Organizational Communications. Management’s Time Spent Communicating (8 hour workday)
Chapter 11 Management Skills Management Skills. Chapter 11 Management Skills 2 Management Structures Management is the process of reaching goals through.
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 1-1 CHAPTER 1 Introduction: The Nature of Leadership.
Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Developed by Cool Pictures & MultiMedia Presentations chp10 Daft.
© 2017 SlidePlayer.com Inc. All rights reserved.