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Communicating for Results Seventh Edition
Cheryl Hamilton, Ph.D.
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2 Opening Quotations [working together].
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Communication Inside the Organization
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Formal Communication Downward
Includes 3 types of communication . . . Downward Messages flow downward through the chain of command—i.e., from manager to employee.
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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.
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Formal Communication Horizontal Upward Downward
Includes 3 types of communication . . . Upward Downward Horizontal Messages flow laterally between people of the same rank.
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Downward Communication
Normally Includes Employee performance appraisals Job instructions Job rationale Policy & procedures Motivational appeals Microsoft Image
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Upward Communication Employee work, achievements & progress
Normally Includes Employee work, achievements & progress Employee opinions & feelings Outlines of work problems Ideas for improvement Microsoft Image
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Horizontal Communication
Especially important for Coordinating tasks Solving complex problems Sharing information Resolving conflicts Empowering teams Microsoft Image
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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
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Coordination of People & Groups
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Coordination Includes:
Mutual adjustment Direct supervision Standardization Microsoft Image
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Organization Models
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Traditional / Classical
Model Scientific Bureaucratic
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Scientific Management
Bonus (Bottom Up—concerned with employee problems ) Taylor
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Taylor’s Best Way Scientific design of each task
Scientific selection of workers Adequate training & rewards Division of labor & responsibilities
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Bureaucratic Management
Weber (Top down —concerned with manager problems ) Fayol’s Bridge Theory X
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bypasses chain of command
Fayol’s Bridge A normal lines of communication B C D E Fayol’s Bridge bypasses chain of command
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McGregor’s Theory X Messages travel downward Upward messages limited
Fear & distrust of management Decisions made by top management
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Human Relations Model TLC Mayo
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Human Resources Model “Teams” QC Theory Y McGregor
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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
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Likert’s Four Systems Exploitive/Authoritative
Benevolent/Authoritative Consultative Participative Microsoft Image
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Systems/Contingency Model “Best style all depends” Fiedler Culture
Theory Z
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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
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House’s Path-Goal Theory
Job satisfaction & performance contingent on . . . Satisfaction with job Uncertainty and difficulty of job Communication style of supervisor
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Transformational Model Virtual Multiunit
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Virtual Organizations
Temporary venture among several companies Each company has specialty Mutual adjustment as means of coordination Conditional employment
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Multiunit Organizations
Separate and autonomous businesses Decentralized structure Flexibility of smaller businesses Microsoft Image
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Awareness Check Organization Models . . .
. . . Check answers at back of book
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Organization Models & Communication Differences
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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
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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
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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
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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
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Transformational Model
Patterns of communication include . . . Horizontal communication essential Upward & downward communication used Awareness of frame-of-reference differences Much communication electronic
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For Review: --Which organization model does Goleman advocate for today’s successful organization? --What does he mean by emotional intelligence? CNN Fortune
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The End
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