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Digital Key Concepts Management 102 Professor Estenson Chapter Two Organizational Communication 1
Key Concepts Formal and Information Communication Coordination of People and Groups – Organizational Design Communication Style Conflict Handling Styles 2
Formal Commun ication Copyright Cengage © 20113 Includes 3 types of communication Inside the organization... Downward Upward Horizontal laterally Messages flow laterally between people of the same rank. upward Messages flow upward through the chain of command—i.e., from employee to boss. downward Messages flow downward through the chain of command—i.e., from manager to employee.
Informal Communication This is commonly known as The Grapevine Indicates the health of the organization Adds to employee satisfaction & commitment Indicates employee concern s Copyright Cengage © 20114
Coordination of People and Groups Mutual adjustment – horizontal communication between peers who meet to make work decisions Direct supervision – supervisors have the authority to organize and direct work Standardization – specific written standards for tasks, output levels, skills and workplace norms Copyright Cengage © 2011 5
Organization Models: Traditional (or Classical) Model Scientific/Traditional –Taylor –Fayol –Max Weber Copyright Cengage © 20116 Sta Organization Structure Scientific design of each task Scientific selection of workers Adequate training and rewards Example: Specific organizational structure
Human Relations Model Pioneered by Elton Mayo and colleagues between 1927 and 1932 Based on conclusions of Hawthorne plant study Workers in relaxed congenial work groups with supportive supervisors are more productive Peer relationships significantly influences productivity Copyright Cengage © 20117
Systems Theory Concerned with the organization as a whole All types of communication and feedback essential One person can affect the entire organization Used to build and maintain corporate culture Copyright Cengage © 20118
Contingency Theory Leadership depends on three variables Leader-follower relations (liked or not liked) Position of power (powerful or weak) Task structure (organized or not organized) Task or traditional leadership best when Manager well liked or is disliked Tasks well-defined or is poorly defined Copyright Cengage © 20119
Transformational Model Copyright Cengage © 201110 VirtualMultiunit
Communication Patterns Top Down in Traditional and Scientific Human Relations friendly, relaxed but still control focused Human Resources team orientation Systems no single best way Transformational up-down-informal and team centered 11
CPS ® and CAP ® Examination Review MANAGEMENT, Fifth Edition By Haney and Mazzola ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River,
Communicating for Results 9e 2 Key Ideas Formal and Informal communication Coordination of people and groups Organization Models Organizational Communication.
Communicating for Results Seventh Edition
Kingdom of Saudi Arabia Ministry of Higher education King Abdul-Aziz University Faculty of Economics & Administration 10/5/2010HSA 171(BA) COURSE TITLE:
1 Management Theories (organizations as machines).
Classical Approaches to Organizational Communication
Chapter 18 Leading Teams.
Management Theories Ch. 2 Management A Practical Introduction
The Evolution of Management Thinking
Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. Chapter 3 Organization Design and Coordination.
Understanding Management First Canadian Edition Slides prepared by Janice Edwards College of the Rockies Copyright © 2009 Nelson Education Ltd.
Theories of Management
Introduction: The Nature of Leadership
Fundamentals of Organization Structure
Our course web site: sciences/472a/
The Evolution of Management Theory
Introduction and Overview Class 1: July 26, 2010.
History of Management Trends
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