copyright © 2008 wadsworth / ch. 2 organizational communication 2 2 eighth edition

Copyright © 2008 Wadsworth / Ch. 2

OrganizationalCommunication OrganizationalCommunication

22

Eighth Edition


The Rise and Fall of Enron

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Downward

Messages flow downwarddownward through the chain of command—i.e., from manager to employee.

Includes 3 types of communication . . .Includes 3 types of communication . . .


Downward Upward

Messages flow upwardupward through the chain of command—i.e., from employee to boss.




Downward Upward

Horizontal

Messages flow laterallylaterally between people of the same rank.


Employee performance appraisals

Job instructions

Job rationale

Policy & procedures

Motivational appeals

Normally Includes . . .Normally Includes . . .

Walt

er

Hod

ges/

Sto

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es


Employee work, achievements & progress

Employee opinions & feelings

Outlines of work problems

Ideas for improvement

Normally Includes . . .Normally Includes . . .

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Coordinating tasks

Solving complex problems

Sharing information

Resolving conflicts

Empowering teams

Especially important for . . .Especially important for . . .

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Indicates the health of the organization

Adds to employee satisfaction & commitment

Indicates employee concerns

Is 75-95% accurate

Travels fast

Information carried by the “Grapevine” . . Information carried by the “Grapevine” . . ..

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Mutual adjustment

Direct supervision

Standardization

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TaylorTaylor(Bottom (Bottom Up—concerned

Up—concerned

with employee problems

with employee problems ))

Scientific ManagementScientific Management

BonusBonus


Scientific design of each task

Scientific selection of workers

Adequate training & rewards

Division of labor & responsibilities


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Bureaucratic ManagementBureaucratic Management

WeberWeber

Theory XTheory X

Fayol’s BridgeFayol’s Bridge


Fayol’s BridgeFayol’s Bridge


Messages travel downward

Upward messages limited

Fear & distrust of management

Decisions made by top management


Human Relations ModelHuman Relations ModelHuman Relations ModelHuman Relations Model

TLCTLC

MayoMayo


Human Resources ModelHuman Resources ModelHuman Resources ModelHuman Resources Model

“Teams”“Teams”

QCQC Theory YTheory Y

McGregorMcGregor


Messages travel in all directions

Decisions shared & based on complete

input

Feedback & listening encouraged

Atmosphere of confidence & trust exists

Downward messages satisfy employees

Messages travel in all directions

Decisions shared & based on complete

input

Feedback & listening encouraged

Atmosphere of confidence & trust exists

Downward messages satisfy employees


Exploitive/Authoritative

Benevolent/Authoritative

Consultative

Participative

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Systems/Contingency ModelSystems/Contingency ModelSystems/Contingency ModelSystems/Contingency Model

“Best style all depends”“Best style all depends”

FiedlerFiedlerCultureCulture

Theory ZTheory Z

SituationSituation


Leadership depends on three variablesAccording to Fiedler . . .According to Fiedler . . .

(1) Leader-follower relations (liked or not liked)

(2) Position of power (powerful or weak)

(3) Task structure (organized or not organized)


Leadership depends on three variables

Task or traditional orientation best when(1) The manager well likedwell liked, powerfulpowerful, with well-well- defined tasks defined tasks.

OR(2) The manager dislikeddisliked, relatively powerlesspowerless, with poorly-defined taskspoorly-defined tasks.

According to Fiedler . . .According to Fiedler . . .


Leadership depends on three variables

Task or traditional orientation best when

Human relations orientation best when--Manager moderately liked

--Manager somewhat powerful, and

--Tasks moderately defined

According to Fiedler . . .According to Fiedler . . .


House says job satisfaction & performance contingent on . . .House says job satisfaction & performance contingent on . . .

Satisfaction with job

Uncertainty and difficulty of job

Communication style of supervisor


Transformational ModelTransformational ModelTransformational ModelTransformational Model

Virtual Multiunit


TTemporary venture among companies

Each company has specialty

Mutual adjustment as means of

coordination

Conditional employment


Separate and autonomous

businesses

Decentralized structure

Flexibility of smaller businesses

Jose

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Rational, task-oriented, usually written

Social side less important

Structured roles define expectations

Expectations determined by position

Mainly downward

Patterns of communication include . . .Patterns of communication include . . .



Supportive, but mainly downward

Employee needs treated with TLC

Feedback from employees & grapevine

Communication skills used to develop & maintain relationships


Team oriented & participative

Info & feedback flow freely up & down

Informal communication encouraged

Communication skills needed at all levels



No single best way to communicate

Communication influenced by situation

Communication flexibility valued

Requires communication skills at all levels



Horizontal communication essential

Upward & downward communication used

Awareness of frame-of-reference

differences

Much communication electronic



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copyright © 2008 wadsworth / ch. 2 organizational communication 2 2 eighth edition

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