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

2 Opening Quotations [working together].

Communication Inside the Organization

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

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.

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

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

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

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

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

Coordination of People & Groups

Coordination Includes: Mutual adjustment Direct supervision Standardization Microsoft Image

Organization Models

Traditional / Classical Model Scientific Bureaucratic

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

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

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

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

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

Human Relations Model TLC Mayo

Human Resources Model “Teams” QC Theory Y McGregor

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

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

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

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

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

Transformational Model Virtual Multiunit

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

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

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

Organization Models & Communication Differences

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

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

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

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

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

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

The End