Organisational Communication

Organisational Communication Com 202-5 (Essential for exams)

Out beyond ideas of wrong doing and right doing there is a field. I will meet you there.(Rumi 12 CE)

THE EXAMTime: 2 hours

Marks: 100 marks

Format: 4 questions, you choose 3

Question 1: Study Unit 1Question 2: Study Unit 2Question 3: Study Unit 3Question 4: Study Unit 4

Compulsory text book chapters3411

The BIG PICTURE course overview (SG: vi-vii)Topics & Essential Outcomes for Study Unit 1 Define Organisational communication.Explain how the various Organisational communication networks function.Discuss the 6 communication characteristics of networks.Key ConceptsDefinition of O.C.

an understanding of the influence of the context of an organisation on communication processes and the manner in which the symbolic nature of communication distinguishes it from other forms of organisational behaviour. (Miller 2003) T.B:74Networks as Channels T.B:77-80 [Exam qu.1]The BIG 5 Networks

Chain YWheelCircleAll-Channel

6 Communication Characteristics of Networks (S.G: 5) [Exam qu.1]Size: big=more distortionContent and Function: task-formal/social, innovation,-all channels Formality: task orientatedCentralisation or Dominance: one personMultiplexity: overlap of networksNetwork Openness: all channel +network = 2 way..chain+ wheel= 1way Conflict (TB:81,82,84)Definition [Exam qu.1] The interaction of independent people,who perceive the opposition of goals, aims and valuesand who see other parties potentially interfering with the realisation of these.(Putman & Poole 1987)Conflict is there fore:[Exam qu.1]2 greatest causes in the workplace in SA [Exam qu.1]Increased diversity

Continued discrimination5 Levels of organisational conflict (TB:82) [Exam qu.1]1. Intrapersonal 2. Interpersonal3. Intragroup4. Intergroup5. Interorganisational5 common strategies to manage conflict (TB:84) [Exam qu.1]1. Dictation2. ArbitrationAgreementSolution3rd party Interventions3rd party Interventions (cont)

Agreement3. MediationNon third party strategiesAgreementNegotiationCommunication with Groups and Teams (TB:95-97)Formal Groups. (e.g.)

Marketing Dept HR Dept. Exsec. Management

Rules, regulations, policyWork harmoniously with other formal groups for org. to deliver its goalsAppointed by organisation

.Informal GroupsExamples

Unionsocial club group of friends

Voluntary membership, - alongside formalPeople who have similar values, norms, attitudesCharacterised by group cohesion and defensiveness

Group have 2 main Processes work orientated interactions, gathering, sharing informationanalysing problems, designing solutions etc Task (the work) Transactional (interpersonal communication) verbal and non verbal communicationdevelop climate and identity of the teamGive and take interactions, message of members for each otherRequire leadership, role taking, and communication skills.

Advantages and Disadvantages of working in teams (TB:96)AdvantagesDisadvantagesPoses more knowledge and informationConflict of ideas with leaderOpens up more courses of actionTimes needed for group actions or decisions Group criticism of possible alternatives selects / refines selection of possible approaches.Members may lack training and experience to make good decisionsTeams can be assigned to individuals with most skills in these areasOn going struggle to assign rolesHigh human relations value Conflict can destroy the moral

Team Communication pg. 96-97A team is:

A diverse group of people shared leadership an identity Mutually defined goalsWork within other context s and systemsThe reasons for implementing teams in organisationsImprove quality and customer service work more intelligentlyEnhance productivity Impact of TQMIndividuals responsibility in defined in terms of the teams responsibility. Theoretical approaches to Organisational Management[Question 2 Exam]

Forces for Change TB:109-110Driving Forces- pushes changeeasRestraining Forces prevents change ForcesDemands made by employees .Desire to increase knowledge/new methods of org.Demands for appeal systemsShorter product life cycleNeed for different distribution channelsShortage of raw materialsChanging capital marketsWork powersIncreased consumerismEnvironmental issuesGovernment regulationChanging cultural and social values ComplacencyThreat to statusFear of increased responsibilityThreat to economic factors leading to psychological threatExisting power and social relationshipsSecurity and fear of the unknownLack of effective change strategyDont perceive need to changeLack of confidence in management to cope with changePressure groups

Communication and Change (TB:122-126)Organisations needto communicate withemployees because people need to be/do:Communication in Classical ManagementPrinciples Downward, minimally upward formal, basic media utilised Clarify long and short term goals Change unacceptable attitudes and mould new ones by manipulationDiminish fear and suspicion caused by mis/unclear information or lack of infoPrepare for & unjust to change

Assessment of classical management approach to communicationDisadvantagesDistort downward information: screening & manipulating = suspicion & mistrust Upward communication by employees experience S.M. asCommunication starvation fill gapsrumour & apathy Unreceptive, rejection, failure to act, distant, unclear channels, undemocratic. Instructions lack : information, expertise & insight, Instructions lack : information, expertise & insight, , Instructions passed down through layers of managementDo not make sense loose original meaning.Unsuitable for change processes - employees do no know how to change, ill informed and cannot communicate with management Humanistic approaches to organisational communicationPrinciples

Trust and openness lad to better communication information Competence of person receiving the communication should be adequate.Participatory decision making with adequate information provided.Reflect: goals of management, channel process, innovation and growth.Allows for formal, informal, internal and external information flow. Attempts to place communication in an open system so sharing can take place.

Assessment of humanistic & knowledge management approaches to communication AdvantagesEncourages employees to:

1. Participate2. Control of tasks3. Maximise contributions to organisation.Curbs

destruct conflict and competition because of:

1. Team work2. Participative decision makingRespect for diversityEmployees allowed self expression Improves

PerformanceProductivityMotivationFocus on missionEmpowered teamsAdaptation to changeAttainment of higher order needs

DisadvantagesOrganisational Culture Topics & Essential Outcomes for Study Unit 3

Be able to define what organisational culture is and identify all its elements.Explain the difference between organisational culture and climate.. The academic debate about Organisational Culture (TB:87)At firstorganisational cultures was seen as an objective thing a business has, that could be manipulated to make a business successful

But now researchers say..There is no single cultural formula for formula for achieving business success.Culture cannot be seen as a thing that an organisation has.

3. Organisational culture is composed of a complex interweaving of:ValuesPracticesNarrativesArtefacts (things e.g. The types of buildings an organisation chooses)

3 schools of thought used to describe Organisational culturesOrganisational Culture is composed of specific and measurable:TasksTraitsProcesses

Organisational Culture belongs to culture in general , which is often a global property of a particular social milieu (historical age and its beliefs and practices.Organisational Culture is an anthropological paradigm and metaphor for measuring organisations as micro societies Organisational Culture, Climate & Change Study Unit 3 EXAM QUESTION 3The difference between organisational Culture and Climate (TB: 85-86) see important eg. SG:28 Definitions

Organisational Culture

1. Shared beliefs, norms values, common perceptions apparent in behaviour and connect a group of people.

Vision + Mission & directly influences members motivation, performance and contentment.

OC is something an org. is and not has, cannot be created, destroyed or discovered by whims of management. Organisational Climate

1. The feelings people have about their organisation.

2. Involve members perspectives on observable practises and procedures close to surface of org. life.Elements of Organisational Culture(TB:89-91)Elements of Organisational CultureArtefactsMaterial Objects (e.g. reports & brochures)Physical lay outs (e.g. buildings, spaces)Technology (e.g. computers, machines)

Language Narrations Sagas: big all encompassing stories about the organisations (heroic) exploitsStories: more localised narrations about individuals, groups and the organisations beliefs and values Myths and Legends: unjustified beliefs that influence how members react and understand the social environment (e.g. The story of Mr. Mug and Mr. Bean)

Metaphors: a no literal symbolic phrase that vividly conveys a message. (e.g. VC employees have blue blood)

Jokes: humorous culture bound languageBehavioural Concepts

Rites: planned events that celebrate basic values and behaviours (e.g. The monthly staff meeting)Rituals: habitual behaviours not strictly necessary for the functioning of the organisation that contribute to the individuals sense of belonging. (e.g. the early morning coffee in the canteen) Ceremonies: well organised celebrations that reinforce cultural values. e.g. Prize giving's, presentationsTaboos: activities, objects or persons avoided for superstitious reasons. (e.g. talking about the competitor in glowing terms)

HeroesPut success within reach of ordinary people in organisationAct as role models of high performanceSymbolise the organisation to external stake holdersPreserve and enhance cultural values, esp. those that are unique to the organisation Encourage members to give more of themselves to the organisation.- motivate membersSymbolsWords, gestures, pictures or objects , performances, and roles that are used during times of change or uncertainty to give members direction. Psychological Phenomena

Values: the inherent, taken for granted value of things that are deeply seated in the minds of people, these from the basis of organisational behaviour.Beliefs: what people think is true but might not be.Attitudes: predisposed ways of evaluating and responding based on feelings.Basic assumptions: readily available solutions to identifiable problems (behaviour, relationship with org. and external environment)

Organisational Aspects

Cultural NetworkOrganisational Change Process (TB: 93-95)Definition

Macro Level OrganisationMicro LevelPeopleThe continuous need for proactive communication with personnel and business in order to enable personnel and businesses to alter business and individual objectives.

This communication is critical to the success of the business.Reactions to the Change ProcessSupported by managementResistance & fearTry prevent change.(lower level)Uncertainty - stress Develop Plan Implement3 Models used to implement Organisational change Access reinforcers of and modify change for developing alternative systemsCommunicationDevelop communication planPsychological characteristics used to modify dysf. behaviourCommunication during changeTop down strategy members involved in change process based on relevant areasPlaned StrategyMembers use talk to ideologically position themselves during change process: (see TB: 3.9.2)Macro - organisationalMicro - individualFeedbackFacilitates conceptualisation of information that influences performance to improve at or and individual level.10 interrelated elements of the cultural screen change should pass through,,,(because its !@#$%^& difficult to change an organisations culture!)Pollicises and rulesGoals and measurementsCustoms and normsCeremonies and eventsRewards and recognitionPhysical environment Organisational. structureTraining Management behavioursCommunicationsThe Practice of organisational Research (TB:340-343, 346-349 SG: 4.5, 4.6)OUTCOMES

Apply the steps of the research process to a real life business scenario.Distinguish between the three perspectives on organisational/culture communication assessmentDiscuss and apply the differences between quantitative and qualitative research methods.Discuss and apply the critical background concepts (theoretical underpinning). The Research Process (TB:340-343/ SG: 4.5) Critical Background conceptsSampling and Selection (TB:345)Population: group of people with particular interest e.g. all organisations managersTarget Population: The total section of society in which the researcher in interested e.g. all HR managersAccessible Population: section of society that researcher has access to from which to draw a sample. . e.g. HR managers in DurbanPopulation parameters: characteristics of the target population (e.g. A manager who selects, recruits, develops, compensates and terminates employment of staff )that determine the unit of analysis (e..g. HR managerial role) to be studied. Sampling & Selection (continued)Unit of analysis: the pieces (units) that the researcher wants to study.

The selection of samples (TB:345)Probability sampling: use of a statistical technique to ensure that sampling error does not occur. (e.g. All HR managers with the first, fourth and third letter of the alphabet in their surnameNon-probability sampling:: generalised technique to draw sample open to probability error. (e.g. all HR managers who reply to the email I send requesting information)Qualitative Methods (TB:346-348)Field Observation Phenomena is observed and recorded context, natural environment/location, face to face interaction

Greatest strength: no time delay between occurrence of event and recording i.e. the researcher is there and watches it happen.

Appropriate when: understanding or learning the about actions of individuals or people or behaviour and interaction between groups of people.

Participant observation

Being involved in the group and events being studied, also involves interviews and surveys

(ethnography) - spending time with people, sharing their lives in the field.

InterviewingOne on one verbal interaction between researcher and respondent. Careful planning and prep neededUse selectively: time consuming & high level of involvement of researcher.Focuses on: experience, attitudes, feelings, and opinions.Appropriate for: obtaining info from high level people.

Focus groupsA small temporary community formed for the purpose of collaboration and discovery.

Moderator (leader) needs to be trained well + special skills.

Useful for: encouraging peoples involvement in dm. processes and having them provide input. It provides input form the individuals and the group dynamic

Self recording diaries

Participants keep a log of particular types of experience.

Collected for a period of time.

Case studiesA detailed analysis of singularities (sets of events) e.g. a person, event, a particular form of practise.

Purpose: identify, reveal and explain the unique features of a case employs selected techniques. TriangulationUse of a variety of techniques (qualitative and quantitative) so as to obtain a more complete picture of a phenomenon.

TYPESData Triangulation:Investigator TriangulationTheory triangulationMethodological triangulation

Quantitative Methods (TB:348-349)EXPERIMENTAL RESEARCHQuasi experimental: random selection does not take place but analysis is needed for functional purposes.Classical experimental design: group expose to stimulus and control group not exposed then results compared.True experimental design: isolate effect of one variable upon another then test to see if it is so numerous times. The final words of wisdom from Nhoj Mallab You, I and the world now consist of all the conversations that have been had. This might mean that our most personal identity is therefore constructed from the sum total of all the sources we are in communication with. To make our lives more meaningful we need to consciously upgrade the quality of our conversation partners and information sources.