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 © 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 ©

Organization Models: Traditional (or Classical) Model Scientific/Traditional –Taylor –Fayol –Max Weber Copyright Cengage © 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 © 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