organizational and manageial communication communication models chapter 4

Organizational and Manageial Communication

Communication ModelsChapter 4

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Four Models of Communications

Press Agent/Publicity ModelPublic-Information ModelTwo-Way Asymmetric ModelTwo-Way Symmetric Model

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Press Agentry/Publicity Model

Purpose: PropagandaCommunications: 1-Way, Complete

Truth not EssentialModel: Source ReceiverResearch: Little; ‘Counting

house’

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Propaganda Model

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Public Information Model

Purpose: Spread InformationCommunications: 1-Way, Complete

Truth IS ImportantModel: Source ReceiverResearch: Little; readability,

readership

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Public Information Model

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Two-Way Asymmetric Model

Purpose: Scientific Persuasion

Communications: 2-Way, Embalanced Effects

Model: Source Receiver Feedback

Research: Formative; Evaluate Attitudes

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Two-way Asymmetric

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Two-Way Symmetric Model

Purpose: Mutual UnderstandingCommunications: 2-Way, Balanced

EffortsModel: Group GroupResearch: Formative: Evaluate of

Understanding

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Macro and Micro Issues

The philosophicalThe complexThe practical

The Real World

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Manager’s Communication Obligations

Carry information from top management

Explain Listen Get feedback from

employees Take information from

‘down’ to ‘up’ Active role in spreading

information Sell ideas Motivate, inspire and

encourage personal development

Profile and market units Speak at meetings Negotiate Give feedback, criticism

and praise Speak personally with

staff Solve conflicts Set demands Explain and defend

unpopular decisions Carry out periodic

evaluations of employees

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Mutual Learning ModelToward 2-way symmetric communication

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Take Control Model

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’Give Up’ Control Model

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Consequences of Models

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Difficulties

Power and EthicsProgramming

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Coorientation Model

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Cathy and her boyfriend’s coorientational model